Focus 2020 Comprehensive Plan

ACKNOWLEDGEMENTS CITY COUNCIL A. Douglas Echols, Jr., Mayor Sandra Oborokumo, Ward 1 Kathy S. Pender, Ward 2 Kevin Sutton, Ward 3 John A Black III, Ward 4 Ann Williamson, Ward 5 James C. Reno, Jr., Ward 6

PLANNING COMMISSION Thomas B. Roper, Chair Randy Graham, Vice Chair Duane Christopher Georgia Thomas Gladys Robinson Justin Smith Sherry Easley Prepared by:

PLANNING & DEVELOPMENT DEPARTMENT Erin Musiol, AICP, Long Range Planner, Project Manager Donny Ritsema, Long Range Planner Alex Boyce, Long Range Planner Bill Meyer, AICP, Planning & Development Director

Special thanks to the focus groups for their contributions in meetings, to the citizens for their participation at public meetings, and to City staff from various departments for their input.

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TABLE OF CONTENTS INTRODUCTION

4

DEMOGRAPHIC SUMMARY

10

HOUSING

14

CULTURAL RESOURCES

24

COMMUNITY FACILITIES

32

NATURAL RESOURCES

46

TRANSPORTATION

56

PUBLIC HEALTH

66

ECONOMIC DEVELOPMENT

76

LAND USE

86

PRIORITY INVESTMENT

102

PLAN SUMMARY

108

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INTRODUCTION

T

HE UPDATE TO THE VISION 2020 COMPREHENSIVE PLAN IS INTENDED TO ACCOMPLISH the following goals:



Make the plan easy to digest and understand – make it easy to identify and remember the City’s core values and challenges



Develop

reasonable

and

realistic

recommendations

–

develop

recommendations that are achievable, both in task and number, so that they will be carried through implementation



Create a resource that is valuable to decision makers – create a resource that decision makers reference and refer to at meetings and workshops, especially when development decisions are being made



Clarify the role of the Comprehensive Plan – The Comprehensive Plan is the City’s long-range, visionary policy document. It provides a high level view of where the City wants to be in the future and general guidance on how to get there. The Comprehensive Plan should be a primary tool in developing the three-year Strategic Plan, other department-specific plans, and approving budgets.

In order to accomplish these goals, this document is a lot shorter than its predecessor and is appropriately being referred to as Focus 2020 or the Focus Document. Focus 2020 is intended to serve as the working Comprehensive Plan from this point forward. The document begins with a chapter dedicated to each of the plan elements, organized around key facts and figures, strengths, challenges, and recommendations (except for the Population Element which is a summary of demographic trends).

The key facts and figures section is a summary of existing conditions. The details and data that lengthened the plan in the past are now found in Existing Conditions documents (organized by element) on the plan website — www.cityofrockhill.com/ focus2020. Anyone with a very specialized interest or curiosity for details is invited to read these documents.

A section on strengths was added for two reasons. First, Rock Hill has done many things worth celebrating, but its accomplishments are not always widely known. Writing about the City’s strengths provides an opportunity to share its successes and illustrate the quality and diversity of its ongoing programs. Additionally, instead of including dozens of recommendations in the plan that begin with the phrase “continue to,” the successes are documented in one place. It is assumed that everything highlighted in the strengths section should be continued throughout the planning horizon.

The strengths section is followed by a discussion of challenges. Challenges are those areas identified by decision makers, City staff, focus group participants, and the public as the greatest threats facing the City going forward. This section sets the framework for development of the plan recommendations – all recommendations seek to improve upon the identified challenges. Most importantly, the challenges helped mold the core values.

The plan then includes recommendations to address each challenge.

Recommendations tend to be “general” and “big picture” and are meant to provide a framework for future work. The idea is that decision makers and City staff are best equipped to study the issues, engage the community, and decide how to see these recommendations through to implementation. The list of recommendations is not exhaustive, and new ideas and approaches that address the challenges and reinforce the core values can always be added to the document.

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The plan culminates in the Plan Summary Chapter. Decision makers, City staff, focus group participants, and the public carefully considered the City’s existing core values and priority policy directions as well as identified synergies and competing interests between the strengths and challenges identified during the plan update. Together, this information was used to determine the City’s core values and challenges moving forward.

Plan recommendations were finalized and prioritized by the public at the final public meeting.

All of the plan recommendations support one or more of the City’s core values and address its core challenges. The plan ends with a discussion about its relationship to other key City documents, including the Zoning Ordinance, Strategic Plan, and Capital Improvement Plan.

EXISTING CORE VALUES 

Grow Inside First



Well-Designed, Sustainable Neighborhoods



Better Connections

EXISTING PRIORITY POLICY DIRECTIONS 

Focus on Infill



Redevelop Key Corridors



Achieve Sustainability



Create Livable Places



Dave Lyle Corridor East



Partnerships & Cooperation



Enhance Mobility

NEW IDEAS OR IDEAS THAT HAVE RISEN IN IMPORTANCE

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

Creating Quality Places



Neighborhood Revitalization



Management of Annexation & Expansion

INTRODUCTION



Alternative Modes of Transportation



Health & Wellness



Maintenance

PUBLIC INVOLVEMENT By law, the City is required to review its Comprehensive Plan every five years and update it every ten. Focus 2020 is the product of the City’s five-year review. During the review, Planning Staff conducted interviews with dozens of representatives from City departments and relevant local and state agencies and organizations. The City organized focus groups comprised of experts on each of the plan elements as well as those with an interest in the various topics. More than 10 focus group meetings were held during the plan update. Staff held two public meetings, one to get feedback and input on the City’s core values and challenges and one to help evaluate and prioritize plan recommendations. Monthly workshops were held with the Planning Commission, who acted as the Steering Committee for the plan update. Lastly, staff organized a workshop with City Council and a joint workshop with City Council and the Planning Commission to ensure support throughout the update process.

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ROCK HILL’S GROW INSIDE FIRST

PROVIDE BETTER CONNECTIONS

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CORE VALUES REINFORCE STRONG NEIGHBORHOODS

ENSURE FUNCTIONALITY WITH INSPIRING DESIGN The specifics of the components and characteristics of each core value are described in the Plan Summary chapter on pages 110-111.

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DEMOGRAPHIC SUMMARY

R

OCK HILL IS LOCATED WITHIN THE CHARLOTTE-GASTONIA-ROCK HILL metropolitan statistical area, the fourth-fastest growing metro area in the United States from 2000-10. It is the fifth-largest city in South Carolina (behind only Columbia, Charleston, North Charleston, and Mt. Pleasant) and the fourthlargest city in the Charlotte metro area (behind Charlotte, Gastonia, and Concord).

Rock Hill had the third-highest rate of growth when compared to Charlotte and surrounding cities, but a lower rate of growth than York County as a whole primarily due to the explosive growth in Fort Mill and unincorporated areas near the North Carolina border. Steady growth is expected to continue in Rock Hill throughout the planning horizon. The City is projected to have around 73,000 residents by 2020.

POPULATION The population in Rock Hill grew from 49,765 to 66,154 (or about 33 percent) between 2000 and 2010. By 2014, the population grew to 68,693 or only 4 percent. Rock Hill has one of the youngest populations in the region, but the population is aging and catching up to the regional average. The median age increased from 31.0 to 33.8 between 2000 and 2014.

The population is also becoming more diverse. While Whites make up the majority of the population, the percentage has dropped from 58.7 percent in 2000 to 56.5 percent in 2014. The second largest race, African Americans, also dropped from 37.3 percent in 2000 to 35.7 percent in 2014. Despite this decrease, Rock Hill has the highest percentage of African Americans in the region, slightly higher than the City of Charlotte (35.2 percent). While the percentage of both Whites and African Americans has trended down slightly, the percentage of other races and people who identify as multi-racial has increased. Although the Hispanic population is still relatively small (and the smallest among major metro cities), it more than doubled from 2.5 percent to 5.7 percent between 2000 and 2010. The African American population is concentrated in the southwestern portion of the City and Hispanics are concentrated in the northeastern portion of the City.

About 12 percent of the population is disabled. Of the disabled population, over 41 percent are 65 and older. The poverty rate in the City increased from 14 percent to 18.5 percent between 2000 to 2010. Although this figure is somewhat higher than the metro average, poverty rose at a slower rate in Rock Hill during the recession than in other parts of the metro area.

HOUSING The number of housing units grew 44 percent between 2000 and 2010 and an additional five percent from 2010 to 2014. The percentage of vacant housing units increased substantially from 7.6 percent to 11 percent between 2000 and 2010 (likely due to the Great Recession), but remained steady from 2010 to 2014. Of the occupied housing units in the City, about 53 percent are owner occupied. Although this figure has remained steady since 2000, it is well below the national (65.1), state (69.3), and regional (66.7) average.

The overall number of vacant housing units in the City more than doubled from 1,537 units in 2000 to 3,193 units in 2010. Vacancies are higher among rental properties.

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The rental vacancy rate increased from 8.4 percent to 13.7 percent between 2000 and 2010, while the homeowner vacancy rate decreased from 4.7 percent to 3.1 percent.

The average household size declined from 2.49 in 2000 to 2.41 in 2014, in line with national trends.

INCOME The 2014 median household income (HHI) in Rock Hill is $41,861, 12 percent higher than the 2000 figure. The median HHI actually increased slightly during the recession years, compared to declining incomes throughout most of the metro area. Although lower wage jobs (<$50,000) are the primary source of employment for Rock Hill residents, their share has been declining since 2000. In contrast, the number of households earning between $100,000- $199,000 increased four percent between 2000 and 2014.

EDUCATION In 2013, 87 percent of residents in Rock Hill had graduated high school or higher and 29 percent had a bachelorâ&#x20AC;&#x2122;s degree or higher. These figures place Rock Hill behind only Charlotte in the region. The percentage of residents who have graduated high school was also higher than state (84.5%) and national (86%) averages. The percentage of residents with a bachelorâ&#x20AC;&#x2122;s degree or higher is higher than the state average (25.1%) and roughly comparable to the national average (28.8%).

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DEMOGRAPHIC SUMMARY

COMPREHENSIVE PLAN | 13

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HOUSING

H

OUSING IS A KEY ELEMENT TO A CITY’S QUALITY OF LIFE. GROWTH AND changing demographics in Rock Hill have created a demand for new housing.

Housing type, design, affordability, and location impact neighborhood viability.

Housing is also intrinsically linked to other elements like population (how are households changing and what are their housing needs?), land use (greenfield versus infill or redevelopment), transportation (how accessible are services, employment, and amenities?), and community facilities (are services available?). Just as important as the creation of new housing is the need to preserve and maintain existing housing stock and ensure a balance between old and new developments.

Consideration of these elements ensures that the City can meet the existing and projected housing needs of all economic segments of the community and that it balances housing growth with other community goals related to equity, infrastructure, and neighborhood preservation.

KEY FACTS & FIGURES HOUSING GROWTH 

The number of housing units grew 44% between 2000-10 and an additional 5% from 2010 to 2014.



Housing construction was booming in Rock Hill in the early 2000s.

Construction declined dramatically in the latter part of the decade due to the economic downturn, but single-family home construction began to rebound in 2013 and multi-family construction began to rebound in 2014.



To meet anticipated housing demand, Rock Hill will need to add roughly 2,800 housing units by 2020. Almost all of this need can be met through units under construction and in approved active developments.

HOUSING OCCUPANCY 

The percentage of occupied housing units in the City decreased from 92% in 2000 to 89% in 2010 and remained steady from 2010 to 2014. The percentage of vacant housing units increased substantially from 7.6% in 2000 to 11% in 2010 (likely due to the Great Recession), but remained steady from 2010 to 2014.



The percentage of owner-occupied housing units in the City has remained steady at 53% from 2000 to 2014, but this figure is below national (65.1%), state (69.3%), and regional (66.7%) averages.



The overall number of vacant housing units in the City more than doubled from 2000 to 2010, from 1,537 units to 3,193 units. Vacancies are higher among rental properties. The rental vacancy rate increased from 8.4% to 13.7% between 2000 and 2010, while the homeowner vacancy rate decreased from 4.7% to 3.1%.

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HOUSING CHARACTERISTICS 

Rock Hill saw a drop in average household size from 2.49 in 2000 to 2.41 in 2014, in line with national trends. Household size is changing because the composition of households in changing. Almost two-thirds of occupied housing units in the City are occupied by only one or two people. The percentage of married couples with children fell from 18.9% to 16.4% from 2000 to 2012, while the percentage of nonfamily households grew from 35.5% to 38.2%.



The majority of housing in Rock Hill in 2012 is single-family detached (60%), followed by multi-family with 5 or more units (25%). Few housing options exist outside of these two extremes.

A typical single-family residential subdivision in the City.



Almost 30% of the housing stock in Rock Hill was constructed between 2000 and 2009.



Rock Hill has around 133 neighborhood organizations or homeowners associations, of which approximately 85 are active.

Close to one-third of the active neighborhoods are members of the Rock Hill Council of Neighborhoods.

HOUSING AFFORDABILITY 

The median home value for owner-occupied homes grew 44% between 2000 and 2012 to $134,000. Despite this growth, home values remain lower than state ($137,400) and national ($181,400) averages.

The median household income in Rock Hill increased 12% from 2000-14.



The majority of homeowners pay between $1,000 and $1,499 in monthly mortgage payments, with the median mortgage payment at $1,068 (higher than the national average of $1,015). The median monthly housing cost for renters in the City is $762, which is lower than the national average of $889.



The 2014 median household income (HHI) in Rock Hill is $41,861, 12% higher than the 2000 figure. Despite this increase, the median HHI remains lower than the state ($44,623), the City of Charlotte ($52,916), and the national average ($53,046).



Approximately 34% of owner-occupied and 14% of renter-occupied households in the City are considered housing cost-burdened (housing costs exceed 30% of household income).

SPECIAL NEEDS HOUSING 

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The Housing Development Corporation of Rock Hill (HDCRH) has built 43 affordable housing units in older distressed neighborhoods, 42 of which have been sold and one of which is rented. Eleven were built as LEED-certified homes.

HOUSING



Available senior housing in Rock Hill includes 227 subsidized housing units dedicated to the elderly, 175 units in three age-restricted developments, 162 independent living units, and 462 units in assisted living facilities and nursing homes.

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According to the 2014 South Carolina Coalition for the Homeless (SCCH) Point-in-Time (PIT) Count Report, a total of 137 homeless people lived in York County in 2014: 45 unsheltered, 63 in emergency shelter, and 29 in transitional housing.



There are about 100 beds in Rock Hill for residents with disabilities and special needs.

PROGRAMS & ENFORCEMENT

A senior living community in Rock Hill.

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The City offers 12 housing programs to assist people in buying and renting homes, making renovations and repairs, and undertaking demolitions and community improvement activities.

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In FY14, there were 3,420 zoning code violations issued in the City and 50 demolitions completed.

STRENGTHS Housing demand in Rock Hill is high due to lower taxes, lower home prices, quantity of newer housing stock, good schools, and Rock Hill’s proximity to Charlotte and I-77. Home values are on the rise and housing prices are affordable when compared to Charlotte and other surrounding cities.

The City has a large number of active, organized neighborhoods. About two-thirds of Rock Hill’s neighborhood organizations (which include homeowners associations, neighborhood associations, and neighborhood watch groups) are active (or currently meeting). The City also has a non-profit organization, the Rock Hill Council of Neighborhoods, which is committed to preserving and promoting the integrity of Rock Hill neighborhoods.

Approximately one-third of active neighborhoods are members.

Numerous active local housing agencies provide housing programs and services in the City.

These agencies build affordable housing, manage special needs housing, provide educational and financial assistance, and assist the homeless. The City routinely partners with and supports these agencies and also offers many of its own affordable housing, housing rehabilitation, and housing inspections programs. The City continuously applies for and has successfully secured state and federal funding to construct affordable housing and operate housing programs. It has also successfully partnered with developers on the construction of affordable rental housing using housing tax credits.

Finally, the City has taken steps to ensure the quality of its housing stock and to make the development process smooth for developers. The City has taken a more proactive stance on code enforcement to protect neighborhoods from decline and help restore distressed areas. It has elevated its architectural standards to raise the bar on the quality of entry-level housing in the City. City staff regularly works with residential developers to familiarize them with the review process to ensure successful projects.

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CHALLENGES PRESERVING & REINVIGORATING OLDER & DECLINING NEIGHBORHOODS Although Rock Hill has a relatively young housing stock, a number of older, more established neighborhoods exist in the City. Many of these neighborhoods were built around once-thriving mill sites in proximity to downtown.

The combination of a high concentration of lower cost housing, people of lower socioeconomic status, and a high amount of renters has contributed to a lack of investment in many of these neighborhoods, and as a result, a number of homes have fallen into disrepair. Many homes are managed by rental agencies that do not screen tenants or do background checks to ensure occupancy. The low monthly rents do not produce the income necessary for managers or property owners to undertake renovations or upgrades. Although rents are low, they are higher than they should be for the quality of the product. Oftentimes tenants could afford a slightly higher rent or a modest mortgage, but because they have bad credit would not pass screening or qualification requirements in other areas. Since interest rates are relatively low and higher-quality housing and amenities are available in other areas of the City, people who have a choice choose to live elsewhere which further perpetuates vacancies and disinvestment.

Many older neighborhoods also lack amenities and neighborhood services as well as the bicycle and pedestrian infrastructure necessary to reach amenities and services in other areas of the City.

A lack of investment by property owners has caused some homes to fall into disrepair.

A number of newer neighborhoods were also impacted by the economic downturn. The Great Recession caused an increase in the number of renters and declining homeownership rates. Developers often left many subdivisions only partially built and many of the homes that were occupied fell into foreclosure.

Although proactive code enforcement has helped to ensure homes meet minimum exterior requirements, without regular investment homes gradually depreciate until ultimately they fall beyond repair and must be demolished. The City offers housing rehabilitation programs to homeowners, but many landlords do not have the financial means necessary to improve rental properties. Additionally, nonprofits are concerned that property renovations could price out those renters who depend on low monthly rents for survival.

As properties are demolished, lots sit vacant. These vacant lots, combined with a high number of vacant properties, contribute to a decline in surrounding property values and an increase in blight. These conditions not only impact residents of these neighborhoods, but impose significant costs on the City as well.

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HOUSING

CREATING NEW NEIGHBORHOODS OF LASTING VALUE The population is aging and becoming more diverse, and the composition of households is changing. With these changes come changes in housing preferences. Baby boomers, Generation X and Millennials all increasingly want to live in a more urban setting, where they can walk to amenities and services and have little to no outside maintenance. Although Rock Hill is constructing mixed-use buildings in downtown and a mixed-use center at Riverwalk, the City has no other examples of true, walkable mixed-use.

The majority of apartment complexes and areas with higher density residential development are located on the edge of the City and are separated from amenities and services. The City also offers few housing options outside of single-family residential and large apartment complexes and few neighborhoods offer a mixture of housing types and price points.

Isolated housing types and price points have created drastically different areas within the City in terms of race, poverty, home values, and ownership status. Neighborhoods in and around downtown are poorer with lower home values and more minority populations, while neighborhoods north and west of downtown are more affluent.

There is a growing desire to live in mixed use communities where housing is close to amenities and services.

While Rock Hill does have a lot of active neighborhoods, many lack organization and support. Additionally, many neighborhoods of all socioeconomic statuses have adopted an “isolation mentality” where they do not want to associate or be associated with other neighborhoods, even if those neighborhoods contain housing at the same price point as their neighborhood. Neighborhoods have successfully opposed road connections with new neighborhoods which limit social contact and increase strain on the transportation network as well.

When the recession hit, housing affordability was redefined. The City instituted architectural standards in the mid-2000s to protect against low-cost, “cookie cutter” homes without originality and character to assure long-term viability. Many developers are challenging the architectural standards, which could affect the quality and longevity of future neighborhoods.

Many homeowners associations have not been adequately formed or funded to meet their maintenance obligations regarding open space and other private facilities. As new neighborhoods are built out and developers withdraw from projects, residents are often unsure of the homeowners association responsibilities and do not have the reserves necessary to undertake the required maintenance activities.

ENSURING HOUSING AFFORDABILITY Little housing stock was built in Rock Hill and surrounding areas during the recession. As the economy improves, a relative shortage in new housing stock exists compared to demand.

High demand, combined with rising land and infrastructure costs, has increased the price of an entry-level home (and this price is only anticipated to continue to increase). While many

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Approximately 34% of owner-occupied households in the City are considered housing cost-burdened.

people are willing and able to pay higher home prices moving into the area from Charlotte and other states, many other Rock Hill buyers may be priced out of the market. Developers often purchase cheaper land on the fringe for the construction of lower-cost housing, but these developments create higher transportation costs that can ultimately negate any housing cost savings.

According to U.S. Census data, 34 percent of owner-occupied households and 14 percent of renter-occupied households in Rock Hill are considered housing cost-burdened. Despite relatively low housing costs when compared to the larger region, the City still has a substantial number of families seeking and in need of housing assistance.

The City has developed a strong public-private partnership with developers to construct affordable rental units in the City. However, the most attractive areas for tax credit housing are in proximity to neighborhood services. Unfortunately the older, established neighborhoods in downtown in need of affordable housing options do not have neighborhood services, making it difficult for developers to obtain housing tax credits to develop in these areas. Without neighborhood services, many residents who are already operating on a tight budget are either spending more on transportation costs to access needed goods or services or going without. Additionally, many of the more affordable homes in the City are not sustainably designed or energy efficient, which can increase monthly utility expenses.

Rock Hill also has a number of homeless individuals and families.

According to the January 2014 Point-in-Time (PIT) count, 137 homeless people live in York County, although these counts are only taken once a year and likely do not accurately capture the true number of homeless in the County. Several organizations provide shelter for the homeless in the City, but these organizations all have more need than they do availability.

Organizations providing shelter for the homeless are not the only organizations overburdened and underfunded. All housing Housing developed using housing tax credits. organizations that operate in the City have more people in need than they can help through existing programs and services. The majority of housing programs and services are dependent on grants, which make them highly susceptible to changes in the economy. Obtaining housing assistance is further complicated by the fact that no single point-of-entry exists to find assistance and no lead person or agency is responsible for providing housing assistance, making it difficult for people to know where to go for help.

Lastly, many people do not fully understand all that is required to be a successful homeowner or renter. Without education on home maintenance, building credit, avoiding foreclosure, and general information on renting and buying a home, people make poor choices which affect their ability to rent and/or own a home in the future.

RECOMMENDATIONS PRESERVING & REINVIGORATING OLDER & DECLINING NEIGHBORHOODS ď&#x201A;ˇ

Explore opportunities to work with landlords who own multiple, adjacent or nearby rental properties to demolish properties, aggregate the land, and redevelop it as a mixed-use development.

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HOUSING



Explore new code enforcement practices to further reverse deterioration in neighborhoods.

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Continue to promote the “grow inside first” infill strategy, which will help support property values in older neighborhoods.

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Invest in infrastructure improvements to foster investment by the private sector.

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Use innovative techniques to analyze the markets in older neighborhoods that are underserved by retailers and use the findings to influence the investment decisions of developers and business owners.

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Partner with large financial investors who are required to invest in revitalizing low-income communities under the Community Reinvestment Act (CRA).

CREATING NEW NEIGHBORHOODS OF LASTING VALUE 

Promote a mix of uses and income, and higher density in targeted areas (close to services, employment centers, and proposed transit routes).

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Encourage or incentivize the development of housing types other than singlefamily homes or large apartment complexes (duplexes, townhomes, and accessory dwelling units) to improve housing choice and increase the opportunity to age in place.

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Educate realtors, closing attorneys, and residents in new neighborhoods about the need to organize a homeowners association before developers leave a project.

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Encourage developers to set aside sufficient reserves for homeowner associations and bring in association management agencies early in the development process to manage the funds.

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Ensure new neighborhoods are connected by bicycle and pedestrian infrastructure and include focused, well-designed open space.

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Regularly evaluate design standards to ensure a balance between quality and affordability.

ENSURING HOUSING AFFORDABILITY

Learning about renting and homeownership at an early age can help people avoid common mistakes down the road.

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Expand the audience for educational opportunities related to renting, home ownership, home maintenance, building credit, and foreclosure, including a partnership with Rock Hill School District Three for classes for high school students.

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Encourage and assist developers with participation in federal programs like the Low Income Housing Tax Credit Program that are designed to make housing costs more affordable.

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ď&#x201A;ˇ

Assist community partners in the development and implementation of programs and strategies to reduce homelessness, including Pathways to Housing: York County Response to Homelessness.

ď&#x201A;ˇ

Explore incentives and better promote the construction of energy efficient homes to help stretch effective housing dollars.

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HOUSING

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CULTURAL RESOURCES

C

ULTURAL RESOURCES HELP DEFINE A COMMUNITY’S CHARACTER AND enhance quality of life. They create community, identify, and help us learn about and remember our past, understand and celebrate different cultures, and appreciate art and architecture.

Additionally, preservation and protection of historic and cultural resources can provide substantial social and economic benefits that enhance the livability and distinctiveness of a community.

KEY FACTS & FIGURES HISTORIC RESOURCES 

In 2008, Rock Hill earned a “Preserve America Community” designation for its work in protecting and celebrating its heritage, using historic assets for economic development and community revitalization, and encouraging people to experience and appreciate local historic resources.

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In addition to the multiple federal and state agencies involved with historic preservation, two entities exist in the City that support historic preservation at the local level: the Board of Historic Review and Historic Rock Hill.

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The City’s most recent Historic Survey was completed in 2004. More than 400 properties are designated as historic, about 250 of which are considered contributing properties (properties that add to the historical integrity of a designated historic district).

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The City has six locally designated historic districts, five of which are listed on the National Register of Historic Places, and 34 sites with local and/or national historic designation.

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City tools to assist with historic preservation include the Zoning Ordinance, the Design Review Guideline Manual, proactive enforcement of property maintenance in historic districts, and local tax incentives and façade rehabilitation grants.

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The City utilizes two federal programs to help with historic preservation: the Historic Preservation Grants Program and the Historical Marker Program.

CULTURAL RESOURCES 

The City is home to six museums, six art galleries, four performing art groups, five performing arts venues (excluding venues at Rock Hill District Three schools and local churches), more than a dozen pieces of public art, and several arts and cultural organizations.

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The City collects a 2% Hospitality Tax for businesses selling food and beverages prepared for on-premises consumption and a 3% Accommodations Tax for hotels, motels and other businesses providing accommodations to transients. The money generated from these taxes is a major support of arts and cultural events and facilities in the City.

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According to ArchSite, an online Geographic Information System (GIS) managed by the State Historic Preservation Office (SHPO), approximately 59 prehistoric sites are located within the City.

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The state’s first Cultural District was approved in Rock Hill in 2015. The District, located in Old Town, consists of 13 cultural facilities, 15 pieces of public art, 5 art infused projects, 7 cultural assets, 3 properties on the National Historic Register, 7 churches, 6 creative businesses, 8 restaurants, and a historic walking tour.

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Winthrop University provides an economic base for the arts in Rock Hill and attracts artists and art enthusiasts through teacher licensure curricula, fully-accredited studies, performances, projects, and programs.

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The City supports cultural diversity via the Community Relations Council, the International Center of York County (ICYC), the African American Cultural Resources Committee, a Hispanic Community Liaison, and partnerships with the Catawba Indian Nation.

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The City offers programs and activities for under-served youth, people with special needs, and senior citizens.

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More than 20 festivals and events are held in Rock Hill each year, mostly in Old Town.

One of many events held in downtown Rock Hill throughout the year.

More than 160,000 people participated in Arts Council of York County events in 2014.

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More than 160,000 people participated in arts and cultural events in the City funded or partially funded by the Arts Council of York County in 2014. Attendees came from 262 cities, 44 states, and 14 countries.

Approximately one quarter of attendees came from outside of York County.

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The City has (or entities within the City have) won five Elizabeth O’Neill Vernor Governor’s Awards (the highest honor the state presents in the arts) since the award was established in 1972.

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The Parks, Recreation, and Tourism (PRT) Department offers several programs to highlight the historical and cultural resources found in and around the Catawba River, including walking and kayak tours, cultural resource training for PRT Trail monitors, and student projects.

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York County participates in the annual Catawba Regional Ag + Art Tour, the nation’s largest free farm tour featuring local artisans.

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According to a 2008 Economic Impact Study, nonprofit arts and culture are a $7 million industry in York County – one that supports 210 full-time equivalent jobs and generates $572,000 in local and state government revenue.

STRENGTHS When it comes to historic and cultural resources, Rock Hill has a lot to celebrate. Rock Hill has six locally designated historic districts, five of which are listed on the National Register of Historic Places, and 34 sites with local and/or national historic designation. The City takes advantage of and promotes incentives, programs, and resources available at the Federal and State level, and has also introduced its own incentives, programs, and regulations to preserve and protect historic resources. Efforts include establishment of a Board of Historic Review (BHR), updates to the historic survey, creation of a Design Review Guideline

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CULTURAL RESOURCES

Manual, proactive enforcement of property maintenance in historic districts, and introduction of local tax incentives and façade rehabilitation grants.

The City also has high concentrations of cultural resources in Old Town and in and along the Catawba River, which has allowed the City to establish the state’s first cultural district in Old Town and promote unique ecotourism opportunities along the river.

The City is home to a burgeoning art community, with more than 160,000 people from 262 cities, 44 states, and 14 countries participating in Arts Council of York County events in the City in 2014. According to a 2008 economic impact study, nonprofit arts and culture are a $7 million industry in York County, supporting 210 full-time equivalent jobs and generating $572,000 in local and state government revenue.

Rock Hill is home to Winthrop University, whose College of Visual and Performing Arts attracts artists through their teacher licensure curricula (the only such program in the state) and its fully-accredited studies in dance, music, theatre, and visual arts. The College also increases exposure to and engagement in the arts through regular performances, creation of works in public spaces, and community programs such as ST-ARTS. Rock Hill School District Three offers a school of choice for the arts – Northside Elementary School – where teachers are trained in arts integration techniques and students are exposed to a full visual and performing arts education.

Strong partnerships exist between the City and arts and culture organizations and among various arts and culture organizations. The City and Winthrop University have partnered on the design and development of bike racks and a sculpture garden on Main Street. Winthrop University and The Arts Council of York County have partnered on artist residency programs and share performing arts facilities, and Rock Hill School District Three partners with the City on “Challenge Based Learning” projects, many of which have been integrated as public art in Downtown. The City, Winthrop University and the Rock Hill Schools are partners in the Knowledge Park Innovation Initiative, which includes arts and cultural components like the ICE Speakers Program and Makers Space.

Rock Hill has numerous museums, public art pieces, performing arts venues, and public art galleries. The City, in partnership with The Arts Council of York County, the Chamber of Commerce, the Old Town Association, Comporium Communications, and many others, sponsors festivals and events throughout the year to celebrate arts, history, and culture.

Students from Winthrop’s Fine Arts program designed the orange slice bike rack (above), which is one of six handmade bike racks in Old Town, as well as the sculpture garden (below) located on Main Street in the Wells Fargo parking lot.

Finally, the City is committed to supporting cultural diversity. The City’s Parks, Recreation, and Tourism (PRT) Department offers programs and activities for underserved youth through a Rec in a Box program, seniors through the Older Wiser Loving Seniors (O.W.L.S) Club, and people with special needs through its therapeutic recreation program. The City has a Community Relations Council that organizes events and activities including Race Equality Week, an annual Martin Luther King (MLK) breakfast and breakfast with Santa Claus, and Black History Month activities. The City also has an African American Cultural Resources Committee, the International Center of York County (ICYC), and a Hispanic Community Liaison to bring awareness and support for other cultures. Rock Hill is also in close proximity to the Catawba Indian Reservation, the only federally recognized tribe in the state of South Carolina. Residents can visit the Catawba Cultural Center or attend fairs and programs on the reservation. The City also regularly invites the Catawbas to speak and perform at local events.

COMPREHENSIVE PLAN | 27

CHALLENGES PRESERVING HISTORIC & CULTURAL RESOURCES For a City of its size, Rock Hill has a substantial number of historic sites and districts as well as cultural resources. However, every year additional properties become eligible for local or national designation. The City has not updated its historic survey since 2004, so many eligible properties have not been identified.

According to a 2004 Historic Resources Survey, more than 400 properties are designated as historic in Rock Hill.

Although interest exists in historic rehabilitation, most property owners do not have the means to undertake the desired renovations. The City offers tax incentives, but the expenditures required by the property owner to meet eligibility requirements make it difficult for most property owners to take advantage of them.

Some property owners are interested in becoming part of a historic district or applying for local historic designation, but are afraid of or cannot afford the added maintenance or renovation costs associated with the distinction. Additionally, some owners of historic homes have neglected their homes, resulting in deterioration. Some owners have suffered understandable economic hardships, but others are simply trying to circumvent historic preservation regulations.

Finally, the City has lost some of its historic resources in recent years. Sometimes properties are torn down because they do not receive a critical level of support by the public or have fallen beyond repair. Unfortunately it is often difficult for the City to keep these properties from deteriorating. Sometimes, however, if conversations about the existence of historic properties could have come up sooner, photos could have been taken, or memorabilia could have been saved through better coordination between City departments and between the City and local housing agencies.

COORDINATING MARKETING OF HISTORIC & CULTURAL RESOURCES Although Rock Hill is fortunate to have many organizations sponsoring a variety of events throughout the year, no “one-stop shop” exists for visitors and residents looking for information on upcoming events in the area. Several organizations market their events through events calendars on their websites, but no one website exists that contains information on all the events available through each organization. Organizations are willing to include other organizations’ events on their websites, but limited manpower, lack of awareness, habit, and the lack of a formal process or contact with whom to communicate has left most organizations marketing through isolated channels.

During a focus group meeting, participants identified at least six different websites that they use to inform the public of upcoming events:

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

YourYC.com: http://www.youryc.com/

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ROCKHILLROCKS.COM: http://www.visitrockhillsc.com/

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Only in Old Town: http://onlyinoldtown.com/

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York County Convention and Visitors Bureau (YC CVB): http:// www.visityorkcounty.com/

CULTURAL RESOURCES



Arts Council of York County: http://www.yorkcountyarts.org/



Winthrop University: http://www2.winthrop.edu/calendar/, www.winthrop.edu/arts. Winthrop also regularly markets events using an email list, monthly e-newsletter, social media, newspapers, and local television channels.

Along the same lines, Rock Hill has many historic and cultural assets and attractions that are available to residents and tourists year round. Although the York County Convention and Visitors Bureau (YC CVB) has captured many of these on its website, mobile app, and Visitor’s Guides, some attractions like the City’s historic districts and markers, historic walking tour, public art, bike and trail infrastructure, educational programs, and agrotourism and ecotourism opportunities are not highlighted in these resources or on the other websites used to market events. The City has not designated a person or established a process for regular communication with the YC CVB. Limited funds exist to market existing resources to residents and visitors. Although Winthrop University has successfully created an internal market for art opportunities by requiring students to obtain a certain number of arts credits per year, it has not always opened up or marketed opportunities to the larger community.

DEVELOPING & SUPPORTING HIGH QUALITY, INCLUSIVE, SUSTAINABLE CULTURAL PROGRAMS The City has programs and activities for special populations such as underserved youth, seniors, and people with special needs, but many children and members of the community do not have access to these programs and activities because they lack transportation or cannot afford the cost. Additionally, certain programs, like Rec in a Box, are only offered for a limited time at a limited number of locations due to a lack of resources.

The City of Rock Hill has many notable histori c markers including the McCrory’s Civil Rights Sit-ins/”Friendship Nine” marker on East Main Street.

Although more than160,000 people attended Arts Council of York County events in the City in 2014, events do not attract as diverse an audience (geographically or demographically) as presenting organizations would like. Additionally, few programs offered in the City are geared toward minorities and people from other cultures.

Arts organizations in Rock Hill run the gamut respective to success and expertise. The City has some large presenting organizations, including Winthrop University and The Arts Council of York County, which are highly successful in facilitating exchanges between artists and audiences. While these organizations have the leadership and support necessary to sustain their efforts, many other organizations are operating in Rock Hill that do not. As Rock Hill continues to add new venues (like a new Performing Arts Center), expectations about professional quality will continue to increase, furthering the pressure on struggling arts organizations. Additionally, less than 50 percent of respondents to the 2014 Citizen Survey rated cultural/arts/music activities in the City as excellent or good, indicating that a disconnect may exist between what arts organizations are offering and what is of interest to residents.

Lastly, with multiple organizations involved in arts and culture with varying levels of support, tracking attendance at events and the economic impact of arts and culture can be challenging. Although established presenting organizations track annual attendance at events, many organizations do not. The Arts Council of York County completed the only local economic impact study in 2008. The study, which is now dated, was done as the new Community Performance Center was opening and did not include information about schools, universities, or direct and indirect spending.

COMPREHENSIVE PLAN | 29

RECOMMENDATIONS PRESERVING HISTORIC & CULTURAL RESOURCES 

Complete an update of the 2004 Historic Resources Survey.



Modify local tax incentive eligibility requirements to make them more accessible.



Ensure communication between City departments (Planning & Development, Housing and Neighborhood Services, and Utilities) and between the City and other housing agencies so that historically significant properties and properties that may become eligible for historic designation are considered early in the work program.



Proactively assist property owners whose historic homes are showing signs of neglect, and quickly enforce codes on homeowners who intentionally neglect historic properties.



Educate homeowners of properties eligible for local and/or historic designation about tax incentives, code enforcement of historic properties, and misconceptions associated with designation.

COORDINATING MARKETING OF HISTORIC & CULTURAL RESOURCES 

Designate one website as the “one-stop shop” for event information and have all other entities provide a link to this resource on their websites. Designate a contact person from each organization to track upcoming events and coordinate with the keeper of the main website.

A dance performance at Winthrop University.

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

Collectively apply for grant opportunities to develop marketing resources and materials targeted toward all populations that meet the needs of all organizations.

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Strengthen the partnership with Winthrop University to ensure arts and cultural opportunities are marketed to the larger community.



Connect programming and marketing for arts and cultural resources to programming and marketing for social causes, recreational events, economic development opportunities, and environmental education.

CULTURAL RESOURCES

DEVELOPING & SUPPORTING HIGH QUALITY, INCLUSIVE, SUSTAINABLE CULTURAL PROGRAMS 

Partner with the Board of Education and public schools to expand and strengthen K-12 arts education.



Expand and support programs targeted for special audiences such as Rec in a Box, therapeutic recreation programs, and the Senior Advisory Group and OWLS Club.



Regularly assess changes in demographics and the cultural needs and priorities of residents. Support local arts organizations that meet these needs and modify City programs to foster cultural diversity.



Support the Arts Council of York County in the construction of a new performing arts center.

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Look for opportunities, including nontraditional and alternative ways, to integrate different forms of art throughout the Planning Area.



Regularly study the economic impacts of arts and culture in Rock Hill and use the findings to influence programming and to justify requests for funding assistance.

The Arts Council of York County, and the City of Rock Hill, are working to locate a space for a new performing arts center because the current space (shown above) is slated for redevelopment.

COMPREHENSIVE PLAN | 31

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COMMUNITY FACILITIES

C

OMMUNITY FACITIIES AND SERVICES ARE NEEDED TO PROVIDE BASIC LEVELS of health and safety, maintain a high quality of life, promote job creation, and create a more sustainable economy.

KEY FACTS & FIGURES WATER SYSTEM 

The City is a regional water provider, serving not only the City and areas within the City’s Water and Sewer Service territory, but providing water to wholesale customers including York County, the City of York, the Town of Fort Mill, and the Catawba Indian Nation.



The City has two intake facilities: one at Lake Wylie and one on the Catawba River. The Lake Wylie Intake, with an intake capacity of 48 million gallons per day (MGD), is the main source of water for the City. Up to 6 MGD can be withdrawn from the Catawba River Raw Water Intake Facility for peak usage and emergency purposes. The City is currently permitted to withdraw up to 60 MGD from the Catawba River Basin.



With the shutting down of the York Water Filter Plant (WFP), the City has the only operating WFP in York County. The WFP has a 36 MGD capacity, with current demands about half that amount.



The City plans to expand the WFP to 48 MGD by mid-2022 to meet anticipated future demand. It has property available near the Lake Wylie intake facility to accommodate a future second water filter plant.



The City has three emergency water connections in place with Charlotte Water, and a fourth connection is planned near River Hills at Buster Boyd Bridge in the Lake Wylie community.



With the replacement of the Laurel Street Tank, the City has an elevated tank capacity of 4.75 million gallons (MG) and a below-ground tank capacity of 3 MG for a total of 7.75 MG, which meets the South Carolina Department of Health and Environmental Control (SCDHEC) storage requirements of 7.2 million gallons per day (MGD).



The average age of the City’s water system piping is approximately 39 years.



Water sales increased 67% from 2003-14 to $12.6 million, although sales have stabilized over the last few years. Approximately $3.35 million in water impact fees have been collected since the fees were initiated in 2003.



The three largest users of the City’s water system are the Town of Fort Mill, York County, and the City of Rock Hill.

COMPREHENSIVE PLAN | 33

WASTEWATER SYSTEM 

The City is the regional provider for wastewater treatment, providing sanitary sewer service to not only the City and areas within the City’s Water and Sewer Service territory, but also to wholesale customers including York County, the City of Tega Cay, and the Catawba Indian Nation.



The permitted capacity at the City’s Wastewater Treatment Plant (WWTP) is 20 MGD, with current demand about half the permitted capacity.

An aerial view of the City’s wastewater treatment plant.



The City is currently undergoing two studies: the siting of a new 10 MGD WWTP and an evaluation and optimization study of the existing WWTP. It plans to begin design of a new WWTP and updates to the existing WWTP as soon as the studies are completed in fall 2015. Upgrades to the existing WWTP are anticipated to start July 2017 and construction of a new WWTP is anticipated to begin July 2019.



The average age of the City’s collection system piping is approximately 35 years.



Wastewater sales increased 85% from 2003-14 to $19.1 million. More than $5.45 million in wastewater impact fees have been collected since the fees were initiated in 2003.



The three principal users of the City’s wastewater system are York County, Winthrop University, and Rock Hill School District Three.

ELECTRIC 

The City operates its own electric system that provides electric service to more than 33,000 residential, commercial, and industrial customers within the City limits. Other service providers in the Planning Area include York Electric Cooperative (York Co-Op) and Duke Energy.



The City purchases the majority of its electric power, about 85%, from Piedmont Municipal Power Agency (PMPA).



Electric sales increased 65% from 2003-14 to almost $97 million.



The electric system consists of six substations, and two new substations are currently under construction.



The three largest electric customers (excluding the City of Rock Hill government offices and operations) are Rock Hill Schools, Piedmont Medical Center, and Comporium Communications.



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The City operates emergency standby/load management generation units at the Water Filter Plant, Manchester Wastewater Treatment Plant, and the Operations Center that provide power during outages.

COMMUNITY FACILITIES

STORMWATER 

The City established a Stormwater Citizen Task Force in 1995, a Stormwater Division in 1996, and a Stormwater Advisory Board in 1999.



Rock Hill became a federally designated National Pollutant Discharge Elimination System (NPDES) Phase II community in 2006 and as a result must implement six categories of Best Management Practices (BMPs) to protect water quality: public education, public involvement, illicit discharge detection and elimination, construction site stormwater runoff management, post construction stormwater management, and good housekeeping and pollution prevention.



Approximately $22.7 million in stormwater fees have been collected since the fees were initiated in 2003. The stormwater fund is used to pay for neighborhood projects, debt service payments on larger projects, vehicles and equipment, and staff salaries.



In 2013, the Stormwater Division developed a Neighborhood Stormwater Project list that documents the smaller, neighborhood projects that are needed. The list is continuously updated and as of December 2014, more than $60 million in replacement and upgrade projects had been identified. Projects on this list are funded through the City’s Stormwater Enterprise Fund operating budget.



In 2013, the Stormwater Division performed a master plan study to identify

Roughly $100 million in neighborhood and large-scale capital stormwater projects have been identified in the City.

potential flood-prone areas outside of the Federal Emergency Management Agency (FEMA) flood zones. The Stormwater Division used this information to develop a Stormwater Master Plan Capital Improvement Project list of needed large-scale capital projects. The list is continuously updated and as of December 2014, $38.5 million in projects have been identified. Projects on this list are also funded through the City’s Stormwater Enterprise Fund debt issuances. The City funded the top four projects on the list through a $4 million State Revolving Fund (SRF) loan issued in 2015.

SOLID WASTE 

The City provides weekly curbside municipal solid waste (MSW) collection to more than 21,000 residential sanitation customers, and commercial garbage and Dial-A-Dumpster services to around 1,400 customers.



The City’s solid waste is first transported to the York County Solid Waste Transfer Station in York, S.C., and then transported and disposed of at the Richland County, S.C. landfill. York County Waste Management has an agreement with Richland County to dispose of waste through December 2016.



The City offers weekly curbside municipal solid waste and recycling collection.

Construction and Demolition (C & D) waste and land clearing debris and yard waste (LCD & YW) are accepted for disposal in York County’s landfill. Certain household hazardous materials are collected each annual quarter at the York County Transfer Station and transferred off site for proper disposal.

COMPREHENSIVE PLAN | 35



The City offers weekly curbside recycling pick-up services to all residential households, and services are available by contract to commercial, industrial, educational, and multi-family residential facilities. Recyclables are transported as a single stream to a local private firm for sorting and handling. The City has plans to transition all residential households to roll-cart recycling bins over the next few years.



The City experienced a 16% increase in the amount of commercial municipal solid waste (MSW) generated between 2010 and 2013, but a 5% decrease from 2013 to 2014. Residential MSW generation decreased by 8% between 2010 and 2013 (which can likely be attributed to an 84% increase in residential recycling over the same timeframe), but increased 10% between 2013 and 2014.

TELECOMMUNICATIONS 

Comporium Communications provides telephone, long distance, wireless, cable TV, Internet, security, data services and directory publishing to more than 95,000 residential and commercial customers in the greater Rock Hill area.



Comporium has a franchise agreement with the City to provide cable television service. The City can have franchise agreements with several companies at one time; however Comporium is currently the only telephone and cable service provider in Rock Hill.

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Comporium offers a state-of-the-art, high-speed fiber optic network to Knowledge Park and many of the City’s industrial and business parks.

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The City has the largest municipal Wi-Fi system in the southeast that is used by various City departments for daily operations. The system was originally installed in 2006 and is currently undergoing an upgrade.

ROCK HILL/YORK COUNTY AIRPORT 



Rock Hill/York County Airport is located four miles northwest of downtown and less than 30 minutes from the Charlotte-Douglas International Airport. The airport encompasses 435 acres.

It is a designated reliever airport to Charlotte-Douglas, with a total of 37,000 aircraft operations in 2013.

The Rock Hill/York County Airport.

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

The Federal Aviation Administration provides 90% of the funding for the airport, the State Aeronautics Commission pays 5%, and the City and County split the remaining funding costs.



The airport includes a 7,200 square foot terminal building, a conference room, pilot lounge, bookstore, Wi-Fi services and flight planning facilities. Nearly 150 aircraft are based at the airport, which has a total of 106 hangars.

COMMUNITY FACILITIES



The City and County jointly adopted an Airport Overlay District in 2008 to ensure compatible land uses around the airport.



The Airport Master Plan, which guides future development of the facility, is being updated in FY15.

NATURAL GAS 

York County Natural Gas Authority provides gas service to approximately 58,000 residential, commercial, and industrial customers in York County and northeast Cherokee County through more than 1,600 miles of distribution lines.

POLICE 

The Rock Hill Police Department (RHPD) provides protective services within the City’s jurisdiction.



As of June 2014, Rock Hill has three police facilities including the Law Center, the Hagins Street Substation, and the Training Annex. The Law Center, which was expanded in FY14, is at capacity. The Training Annex, a double-wide trailer given to the RHPD by the school district approximately 15 years ago, is dated and overcapacity.



The RHPD has grown by about 50 employees since FY00. As of April 2015, the RHPD currently employs 154 sworn officers, 45 civilian personnel, and 1 part-time employee.



Police patrol service is split into 10 zones. The Police Department has a goal of responding to 70% of Priority One calls within 5 minutes.



The violent crime rate in Rock Hill has declined from 8.2 per 1,000 people in 2010

Both violent crime and property crime rates have declined in the City from 2010 to 2014.

to 5.2 per 1,000 people in 2014, and the property crime rate has declined from 42.1 per 1,000 people to 38.1 per 1,000 over the same period. Despite the decreases, Rock Hill’s violent crime and property crime rates are higher than the national average and cities of similar size.

FIRE 

The Rock Hill Fire Department (RHFD) provides services to the City of Rock Hill and certain water district customers located in areas outside the City limits. The City also provides supplemental service to some areas served by County Fire Departments. Remaining areas outside of the City limits, but within the Planning Area, are served by County Fire Departments.



The RHFD operates six fire stations and is currently selecting locations for two future fire stations. The City plans to start constructing one of them in FY19. The construction of new fire stations is partially funded through the City’s General Fund and partially funded through impact fees that are charged to new

COMPREHENSIVE PLAN | 37

construction. About $4.3 million in fire impact fees have been collected since the fees were initiated in 2003.



The City is in the process of taking over a Fire Training Facility that it currently shares with York County. The facility, which consists of a Training Burn Tower and an Administration Building, is almost 40 years old. Money has been budgeted for replacement of the Training Burn Tower, but no funding has been allocated to renovations of the Administration Building.



As of July 2014, the RHFD is staffed with 114 Fire Suppression personnel and 10 Administrative personnel.

Rock Hill Fire Station 6.

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The RHFD’s average response time for medical and fire suppression calls is above 90% within five minutes. The RHFD received more than 33,000 calls for service between 2010 and 2014.



The Insurance Service Office (ISO) assigns communities an ISO rating from 10 to 1 (with “1” being best) based on fire protection risk. The ISO rating is used by insurance companies to calculate rates. In December 2015, the City’s ISO rating increased from a Level 3 to a Level 1.

EMERGENCY PREPAREDNESS & MANAGEMENT 

York County operates an Emergency Operation and Public Safety Communications Center in Rock Hill that provides resources to support onscene emergency operations in the City. During 2013, the Communications Center answered 319,937 calls and dispatched 124,463 calls for service.



The York County Office of Emergency Management (OEM) acts as a liaison between York County, the City of Rock Hill, and state and federal agencies coordinating the planning, response, recovery and mitigation activities for natural and manmade disasters. The OEM maintains an Emergency Operations Plan and a Multi-Jurisdictional Hazard Mitigation Plan, which includes Rock Hill.

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Rock Hill has a Hometown Security Coordinator, a Hometown Security Plan, a Continuity of Operations Plan, and Emergency Response Plans for major City facilities.

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The City has an Emergency Response Center (ERC) where key department heads and support staff convene after the onset of an emergency situation.

HEALTHCARE SERVICES

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

Piedmont Medical Center (PMC) is the County’s largest healthcare provider and the only hospital.

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PMC is more than 520,000 square feet including a new 42,000-square foot Emergency Department that opened in December 2014. It has 288 beds.

COMMUNITY FACILITIES



As of June 2014, PMC has more than 350 physicians on staff, approximately 1,500 employees on their payroll, and more than 150 volunteers.



The number of patients at PMC has remained relatively flat, but the number of emergency room visits grew 6% from 69,131 in 2013 to 73,007 in 2014. The new emergency room, which wasn’t anticipated to reach capacity until 2025, is already at capacity.



PMC conducts a community needs assessment annually and the State of South Carolina updates the State Health Plan every two years.

The new emergency room at Piedmont Medical Center.

ROCK HILL SCHOOL DISTRICT THREE 

Nearly 18,000 students were enrolled in Rock Hill District Three’s 27 schools during the 2013 school year. Although some schools have capacity issues, the overall capacity of the District is around 23,000 students.



The District does not plan to build any additional schools during the planning horizon.

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Rock Hill voters approved a $110 million bond referendum in May 2015 that will finance repairs, improvements, and renovations at existing Rock Hill schools.

HIGHER EDUCATION FACILITIES 

Rock Hill is home to York Technical College (a public, two year college), Clinton College (a private-two year college), and Winthrop University (a private, four-year university).



In fall 2013, approximately 5,050 undergraduate and 1,131 graduate students were enrolled at Winthrop University, close to 7,000 students were enrolled at York Technical College, and about 185 students were enrolled at Clinton College.

PARKS & RECREATION

Boyd Hill Recreation Center, recreation centers in the City.



The Parks, Recreation, and Tourism (PRT) Department owns, operates, and maintains 31 parks totaling more than 588 acres and four recreation centers.



The City has 23 joint-use agreements in place with private and institutionallyowned facilities.



PRT’s 2014 Facilities’ Report identifies more than $63 million of needed park

one

of

four

improvements, which include renovations and upgrades to four neighborhood recreation centers that are each more than 40 years old.

COMPREHENSIVE PLAN | 39



The City has roughly 25 miles of trails and greenways, and 52 additional miles of trails and greenways are identified in the Trails and Greenways Master Plan.

LIBRARIES  61% of residents rate the quality of services in the City as excellent or good.

The York County Library System consists of a main library, headquartered in Rock Hill, and branches in Clover, Fort Mill, Lake Wylie, and York.



The Rock Hill library features 1.2 million materials in circulation, a Technology Center, and a Local History Room.

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The budget for the York County Library System was $5.67 million in FY14.



The York County Library System is in need of a new headquarters, and additional branches are needed in Rock Hill and other areas of the County; however, no new spaces have been identified and no funding has been secured for these purposes.

GENERAL GOVERNMENT FACILITIES

The City’s Operations Center opened in 2011.



City government facilities include City Hall, the Housing and Neighborhood Services building, the Law Center, the Municipal Court, and the Utilities Operations Center.

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York County has more than 30 government buildings primarily concentrated in downtown York, at the Moss Justice Center and York County Prison Campus, the Public Works Complex and Landfill, the Cherry Road offices, the Heckle Boulevard Complex, and the Emergency Operations Center. York County’s Sheriff’s Department has numerous facilities around the county.



The County completed a Facility Master Plan in 2014. Top priority projects include construction of a new government center in eastern York County; expansion, renovations, and security enhancements to the Moss Justice Center; and a new government center in west-central York County. The York County Courthouse is now under renovation.

STRENGTHS Rock Hill provides a full complement of local government services along with electric, water, and sewer utility services, which offers many advantages to its residents including convenience, a City-wide commitment to excellence and outstanding customer service, and lower service costs. The City is also home to a regional airport, hospital, and multiple higher education institutions that provide an additional layer of services to residents and keep the City competitive when compared to other cities of similar size. Based on input

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COMMUNITY FACILITIES

from citizen surveys, 61 percent of residents rate the quality of services in the City as excellent or good. Additionally, Rock Hill District Three schools received a rating of Excellent on the 2014 SC Annual District Report Card.

The City proactively plans for growth. City departments regularly conduct studies, identify needs, and develop programs and associated funding plans. The Water & Sewer Utilities Department conducts regular flow projections and requires wholesale customers to submit flow projections annually. This allows the Department to anticipate and plan for changes in demands and loadings that would trigger the need for plant expansions or for development of a new plant. The Fire Department is identifying and securing locations for two new fire stations and the Police Department recently amended its patrol zones to ensure that response times are maintained as growth occurs. The Parks, Recreation, and Tourism (PRT) Department developed a Trails and Greenways Master Plan that identifies where future trails and greenways are needed and the Zoning Ordinance requires developers to construct the trails and greenways as new development occurs. PRT also has a long-term Strategic Plan that established a vision for improvements, uses, acquisitions, and planning of parks and recreation facilities throughout the City.

Rock Hill recognizes how integral technology is to the operation of all City departments and the role technological advancements play in the growth of the community. Keeping pace with technology is a cornerstone of the City and can be seen in all projects and development the City enters into, a prime example being Knowledge Park (see Economic Development). All City departments and service providers are constantly working to replace obsolescence and improve their technology footprint.

Although maintenance is not a new issue in the City or an issue unique to Rock Hill, it has become an especially important topic during this plan update because of the amount of facilities and infrastructure approaching the end of its initial lifecycle.

The City has defined growth goals that are reflected in its Strategic Plan, Comprehensive Plan, and utility policies. The City has adopted a â&#x20AC;&#x153;grow inside firstâ&#x20AC;? mentality, which it has supported by adopting an Urban Service Boundary and investing millions of dollars in downtown infrastructure, annexing enclaves, and proactively undertaking brownfield revitalization projects. Additionally, the City established a Growth Management and Annexation Committee (GMAC) to coordinate decisions about where and when to annex unincorporated enclaves into the City.

The City explores and utilizes a variety of funding sources in order to provide high-quality services including the general fund, grants, bonds, tax increment financing, hospitality tax, accommodations tax, and impact fees. City departments continuously search for ways to improve the efficiency of the services provided. The City also partners with private entities and institutions to enhance the services it provides. PRT has 23 joint-use agreements that allow for shared use of public recreational property and facilities.

CHALLENGES MAINTAINING FACILITIES & INFRASTRUCTURE The City is fortunate to be a full-service City, but managing utility systems along with high quality recreation facilities, fire stations, and other facilities is costly.

Although maintenance is not a new issue in the City or an issue unique to Rock Hill, it has become an especially important topic during this plan update because of the amount of facilities and infrastructure approaching the end of its initial lifecycle. Many of the older facilities and infrastructure that received only minor upgrades in the past are now in need of significant upgrades or need to be replaced altogether. PRT has four recreation centers that

COMPREHENSIVE PLAN | 41

are more than 40 years old, and Police and Fire Department training facilities are dated and in need of replacement. The City also has recreational facilities whose maintenance costs far outweigh the benefits they provide.

The City’s water and sewer pipes are a mixture of different types of materials that have varying life spans depending upon the size of the pipe and the environment around the pipe. Although the average water and sewer pipe is well below the typical life span, some pipes in the older, developed sections of the City (areas where the City is focused on redevelopment) need upsizing or replacing. The costs associated with these improvements are substantial.

Many departments and divisions, especially PRT and Stormwater, have identified tens of millions of dollars of needed improvements to their infrastructure. The maintenance list grows every year as facilities and infrastructure age, and the gap between improvements identified and the budget available to undertake improvements increases.

Other entities have increasing maintenance costs as well. Rock Hill voters approved a $110 million bond referendum in May 2015 to help fund five years’ worth of building renovations, repairs, and replacements for Rock Hill schools. Many of the existing library branches have outgrown their existing spaces and are in need of technological and structural upgrades.

In an effort to enhance economic development and meet changing and increasing demands, the City has focused on the development of new facilities that are “more attractive” to current and future residents, visitors, and business owners. Although these facilities generate significant revenue, they are often built without a true understanding of their long-term maintenance costs or dedicated maintenance budgets. Additionally, technologies to run new facilities and to serve residents become more and more advanced. However, technology’s rate of obsolescence is increasing just as quickly if not more rapidly. Keeping pace with technology is essential to the City’s future success, but considerable expense is associated with keeping technology current.

Rock Hill was located within the fourth-fastest growing metro area in the United States from 2000-10.

Part of the City’s growth strategy is the annexation of land in the Planning Area. When the annexed land is undeveloped, the City has the ability to regulate how the property is developed. Sometimes, however, the City annexes land that is already developed. These developments are built to different development standards and can have stormwater, structural, and service issues that become the City’s responsibility to fix and/or maintain.

Lastly, maintenance costs can be a highly political issue. The most surefire way to increase funds for needed improvements and repairs is to increase tax revenue and charge higher service rates. Although the general public agrees that improvements are needed, residents are often not willing to approve and/or pay for the improvements, and decisionmakers do not want to risk their political positions by supporting such an issue.

ACCOMMODATING NEW GROWTH Rock Hill was located within the fourth-fastest growing metro area in the United States from 2000-10. Although the bulk of new growth in York County has been concentrated in the Fort Mill Township and unincorporated County areas near Charlotte, growth in Rock Hill has remained steady, and is expected to continue into the foreseeable future.

As the City grows, the land available for new City facilities diminishes. The City is identifying and securing land for two new fire stations as well as a new WWTP, but no future areas for parks and open space have been identified or secured. The City is in need of an indoor multi-use recreation facility to accommodate sports such as volleyball and gymnastics. The City lacks recreational opportunities on its western side. Although the City has many large event-attracting recreational facilities, most of them are heavily booked up with

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COMMUNITY FACILITIES

programmed and/or organized events and can be used only minimally for unstructured recreation. Although interest in trails and greenways is high on the list of resident priorities and the City has a plan that identifies future trails and greenways connections, little funding has been identified for their construction, and as a result, only a limited number have been built. The City receives money annually from the County to cover the costs of County residents using City park facilities, however the funds received do not cover the full cost borne by the City.

Many new facilities that were recently constructed to increase capacity, such as the City’s Law Center and Utilities Operations Center, as well as the Piedmont Medical Center Emergency Room (ER), are already at capacity. Additionally, the York County Library System is in need of a new headquarters and additional branches in Rock Hill and other areas of the County.

Outside of the maintenance costs associated with new facilities are operational costs to keep these facilities operating, primarily in the form of additional staff. For example, for each new fire station that is placed in operation, the City needs almost $1 million annually to staff the station (salaries, benefits, health insurance). These costs impact the amount of money available to undertake facility improvements and renovations, and the ability of the City to develop new facilities.

The City of Rock Hill is largely built out. Although the City could grow The Law Center, which was expanded in 2014, is at outward by extending its Urban Service Area and annexing land on capacity. the fringe, the City has made a conscious decision to grow inside first.

Infill and redevelopment, while producing numerous environmental, transportation, and economic benefits, can also be more challenging for developers. The “unknowns” of a site like whether it is contaminated, or the age and structural condition of infrastructure, can prevent a developer from investing in the property.

Finally, the Rock Hill/York County Airport has identified a number of needed projects in its Airport Master Plan to increase its operations so that it can ultimately obtain funding to extend the runway. The runway extension will ensure that the airport can remain a competitive reliever airport for the Charlotte-Douglas International Airport.

RECOMMENDATIONS MAINTAINING FACILITIES & INFRASTRUCTURE 

Initiate replacement programs for police and fire equipment (in addition to vehicles) to ensure equipment is replaced on a regular schedule.



Standardize the evaluation of new facilities to ensure all departments include operational and maintenance costs as well as technology considerations.



Explore the true costs of annexing County developments.



Initiate and/or expand programs designed to decrease crime and fire incident rates.



Weigh the benefits and costs associated with providing certain recreational facilities, and consider closing facilities where costs to maintain outweigh the benefits provided.

COMPREHENSIVE PLAN | 43



Develop a building maintenance program to ensure that funding is available to renovate facilities as they age (recreation centers, fire and police training facilities, etc.)



Explore additional funding sources for facility maintenance.



Develop a plan for ongoing maintenance of trails and bicycle and pedestrian facilities.

ACCOMMODATING NEW GROWTH 

Fully align the City’s growth goals with its annexation policy, including plans to annex unincorporated enclaves.



Consider the policy principles of the Comprehensive Plan when making future development and redevelopment decisions such as zoning approval and development agreements.



Provide adequate land for future economic development, especially in the I-77 corridor, and plan for the extension of infrastructure to create shovel-ready sites.



Ensure that plans to develop or expand infrastructure and public facilities are coordinated with the plans of other departments and with best available forecasts and projections.



Update the City’s Open Space Plan to prioritize open space needs, identify areas where future parks and open spaces are needed, and identify funding.



Consider instituting a parks and recreation impact fee on new development, and explore ways to recover the true costs of serving County residents.



Coordinate with the County on the development and implementation of plans for jointly-owned facilities.



Ensure that recreational and exercise options are available in all areas of the City and explore additional joint, open, and shared use options with Rock Hill District Three Schools.



Explore future partnership opportunities to share additional new facilities.



Proactively upgrade the infrastructure in areas targeted for development and redevelopment.



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Regularly monitor the changing solid waste stream and consider the need for additional landfill or recycling resources.

COMMUNITY FACILITIES

COMPREHENSIVE PLAN | 45

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NATURAL RESOURCES

N

ATURAL RESOURCES ARE ONE OF MANY FACETS OF A COMMUNITY’S quality of life. Protecting natural resources results in numerous environmental benefits that should not be discounted. Increasingly though, communities are discovering that natural resources also have positive correlations with economic development, health, and social well-being.

KEY FACTS & FIGURES AIR 

The eastern portion of York County has been designated by the Environmental Protection Agency (EPA) as a nonattainment area for air quality since June 2004. Since the designation, the York County air quality monitor has consistently met air quality standards and the classification has improved from “moderate violation” to “marginal violation.” The South Carolina Department of Health and Environmental Control (DHEC) is currently in the process of requesting redesignation to attainment from the EPA.



City contributions to improving air quality include improving operating conditions at intersections, expanding bicycle and pedestrian infrastructure, installing retrofit devices on the City’s fleet, and addressing vehicular idling at schools.

LAND 

Soils in Rock Hill are generally suitable for development, but blackjack soil can create some site-specific development challenges. Many soils are unsuitable for septic tanks.



Environmentally sensitive areas in the City include floodplains, wetlands, riparian buffers, permanent conservation areas, and steep slope areas. The City protects environmentally sensitive areas through its floodplain ordinance, riparian buffer requirements, steep slope ordinance, and open space requirements.



Conservation groups in York County include the Nation Ford Land Trust (NFLT) and York County Forever (YCF) Commission. Although the NFLT has protected more than 9,200 acres in York County, none of the acreage has been in the Planning Area. YCF has assisted with the purchase and restoration of the White Home and acquiring property near Dave Lyle Boulevard for open space or a future park or trail/greenway.



The City has an adopted Open Space Plan that identifies key open space focus areas (OSFAs) targeted for protection, but most of the OSFAs are outside of the City’s jurisdiction where little development has taken place, so little land has been conserved.



The City has more than 588 acres of parkland and about eight miles of greenway trails, which includes trails in River Park. Another 25 miles of greenway trails are recommended in the City’s Trails & Greenways Master Plan.

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Since 2003, the City has conducted brownfield assessments on over 80 properties and has partnered to remediate (or is in the process of remediating) over 1,100 acres of brownfields.



Non-City owned parks and open space in the Planning area includes the 290acre Blackjacks Heritage Preserve (South Carolina Department of Natural Resources (SC DNR)) and the 26-acre Ebenezer Park (York County).



The City has a tree ordinance, tree canopy retention standards, a Tree Commission, a Community Forestry Management Plan, and a Beautification Commission to protect and enhance its tree canopy.



According to SC DNR, 60 species of concern exist in York County as of June 2014. Species of concern are concentrated in and along the Catawba River and in the southern portion of the Planning Area.



Since 2003, the City has conducted brownfield assessments on more than 80 properties and has partnered to remediate (or is in the process of remediating) over 1,100 acres of brownfields.



The City has protected land for environmental preservation outside of the urban core through adoption of an Urban Services Area (USA) and “grow inside first” mentality.

WATER 

Rock Hill is in the Catawba River Basin. A portion of the Catawba River was designated as a scenic river in 2008. Although SC DNR initiated efforts to develop a management plan for the river, the plan was never completed. The leading advocacy agency for the river is the Catawba Riverkeeper.



The City participates in FEMA’s National Flood Insurance Program and Community Rating System (CRS) to identify and mitigate flood risks. The City’s CRS rating is an 8 which equates to a 10% premium discount (class ratings range from 1 to 10 with Class 1 receiving the greatest premium discount).



Rock Hill is subject to EPA’s Phase II stormwater program and must implement six categories of Best Management Practices (BMPs) to manage stormwater.



The City participated in the development of a basin-wide Water Supply Master Plan for the Catawba River to ensure that the water supply will fully support the growing needs of the region into the next century.



The City has two public access points to the Catawba River: Rock Hill Outdoor Center at Riverwalk and River Park.



According to the SC DHEC, 10 sewer overflows have occurred at the City’s Wastewater Treatment Facility (WWTF) since 2012.

One of the City’s two public access points to the Catawba River.

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

According to Rock Hill’s 2014 Water Quality Consumer Confidence Report, the City meets all federal and state drinking water requirements. The City tested for more than 100 contaminants at 146 testing sites and found no traces of contaminants.



According to the SC DHEC, Wildcat Creek is an impaired stream for aquatic life due to dissolved oxygen. SC DHEC has issued Total Maximum Daily Loads (TMDLs) due to fecal coliform

NATURAL RESOURCES

in Wildcat Creek, Fishing Creek, Tools Fork Creek, and Hidden Creek (a TMDL is a calculation of the maximum amount of a pollutant that a water body can receive and still safely meet water quality standards).



South Carolina experienced the worst drought in recorded history in 2007. The state is still in a 10-year drought cycle, with the average precipitation between 2009 and 2013 almost 10 inches lower than the 30-year normal average. The City plans for and manages drought through participation in Duke Energy’s Catawba-Wateree hydro relicensing process and its drought response ordinance, tiered water rate structure, and reclaimed water system. The City is also initiating an Automated Metering Infrastructure (AMI) pilot project with plans to ultimately develop AMI citywide that will help the City detect leaks and identify violations in times of drought.

EDUCATION & EFFICIENCY 

The City of Rock Hill has an environmental educator, outdoor education coordinator, and environmental education team that organizes and oversees environmental programs in the City.



The City has a Green Team whose efforts are guided by a Resource Efficiency Plan. Initiatives include stormwater education, an in-house recycling initiative, and an energy reduction campaign.



The City is transitioning its fleet to alternative fuel vehicles. It has six electric cars, 114 vehicles that run on biodiesel, and nine vehicles that run on compressed natural gas (CNG). It also has 16 electric vehicle charging stations and a publicly accessible CNG fueling station.

Children participating in one of the City’s environmental education programs.

STRENGTHS Rock Hill is located in a region actively planning to protect its future water supply. Rock Hill was one of several communities that worked with Duke Energy, through the CatawbaWateree Hydro Relicensing Project, to identify existing and future needs for the Catawba River. The most significant accomplishment was development of a basin-wide Water Supply Master Plan that established baseline water use data that was used to forecast long-term water use projections and develop strategies to extend water supply. Project partners also developed Low Inflow Protocol (LIP) for reductions in water usage during periods of low inflow. In support of these efforts, Rock Hill adopted a Drought Response Ordinance, invested in a reclaimed water system, implemented a tiered residential water rate structure, and is undertaking an Automated Metering Infrastructure (AMI) pilot project (with plans to ultimately develop AMI citywide) to detect leaks and identify water restriction violations in times of drought.

The City’s stormwater and floodplain management efforts have dramatically helped reduce flood risks. The City participates in FEMA’s National Flood Insurance Program (NFIP) and Community Rating System (CRS). It also undertook a master plan study to identify potential flood-prone areas outside of FEMA flood zones, The study helped the City develop a Stormwater Masterplan Capital Improvement Program list for needed drainage system improvements and evaluate stormwater management requirements for sites in sensitive watersheds.

COMPREHENSIVE PLAN | 49

Stormwater detention basins, like the one at the corner of Ebinport and India Hook Road, help protect against flooding.

The City implements six categories of Best Management Practices (BMPs) to meet EPAâ&#x20AC;&#x2122;s Phase II stormwater requirements.

BMPs include public education, public involvement, illicit discharge detection and elimination, construction site stormwater runoff management, post construction stormwater management, and good housekeeping and pollution prevention. In many areas, including detention and storm drain requirements, the City exceeds State requirements. The City also developed a Neighborhood Stormwater Project List of neighborhood stormwater issues and implements a stormwater fee to help fund the projects identified in the plan. In July 2014, the Stormwater Division instituted a Stormwater Fee Credit Program to incentivize property owners to maintain their siteâ&#x20AC;&#x2122;s stormwater BMPs and to improve existing BMP performance.

The City incorporates water quality protection into all development projects and into redevelopment projects whenever feasible. The City has also established an illicit discharge ordinance, monitors illicit discharge, approved stormwater credits for incorporation of green infrastructure, and requires the submission of a Stormwater Management and Sediment Control Plan before issuing a permit for land disturbance. The City is also incorporating BMPs into the design and construction of major stormwater projects to address impairments and improve water quality.

Rock Hill has been designated as a Tree City USA since 1987. The City has a forester, tree ordinance, Tree Commission, Beautification Committee, Community Forestry Management Plan, Memorial Tree Program, and tree canopy retention standards to maintain and grow the Cityâ&#x20AC;&#x2122;s tree canopy. Major expansion and renovation projects are also subject to certain landscaping standards which introduce trees in older, developed areas where there were none before.

The York County air quality monitor has consistently met applicable ozone standards since June 2004.

The City is capitalizing on the ecotourism opportunities created by the Catawba River. The City has two public access points and approximately four miles of trail along the river. The Parks, Recreation, and Tourism (PRT) Department also offers several programs to raise awareness about the historic resources found in and along the river, including walking and kayak tours, cultural resource training for PRT trail monitors, and student projects.

The City is intent on growing with an inward focus, which protects land for environmental preservation outside of the urban core.

The City has been active in brownfield redevelopment, conducting brownfield assessments on more than 80 properties and partnering to remediate more than 1,100 acres of brownfields. The City has also invested in its downtown through infrastructure improvements and creation of new public spaces like Fountain Park. Lastly, the City has a Growth Management and Annexation Committee (GMAC) that works to annex enclaves and discuss the timing of infrastructure extensions.

Rock Hill has also worked to improve air quality, helping eastern York County improve its classification from moderate violation to marginal violation. The City has improved operating conditions at intersections, expanded bicycle and pedestrian infrastructure, addressed vehicular idling at schools, and transitioned its fleet to alternative fuel vehicles.

The York County air quality monitor has consistently met applicable ozone standards since June 2004, and as of 2014 all monitors in the nonattainment area are meeting applicable standards. As a result, state agencies are currently in the process of requesting redesignation to attainment from EPA.

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NATURAL RESOURCES

The City of Rock Hill has environmental educators on staff that speak to schools and community groups on environmental topics and organize community events. The City also sponsors a Clean & Green Board that promotes litter reduction, beautification, and recycling.

Finally, the City has an outdoor education coordinator and environmental education team that teach environmental education to students at the City’s various parks and schools.

The City has also taken steps to ensure that it is using resources efficiently. The City developed a Resource Efficiency Plan and established a Green Team to carry out the plan.

Recent initiatives include stormwater education, an in house recycling initiative, and an energy reduction campaign. The City is also increasing its use of alternative fuels. The City fleet includes six electric cars, 114 vehicles that run on biodiesel, and nine vehicles that run on compressed natural gas (CNG).

CHALLENGES FOSTERING LAND CONSERVATION OPEN SPACE The City adopted an update to its Open Space Plan in 2010. The Open Space Plan identifies key open space focus areas (OSFAs) targeted for protection, but most of the OSFAs are outside of the City’s jurisdiction where little development has taken place, so therefore little land has been conserved. The plan also does not address how to protect or create high-value open spaces within more urban areas. Additionally, many neighborhoods do not have parks and open spaces nearby.

The City has a Trails and Greenways Master Plan, but limited funding has restricted the Parks, Recreation, and Tourism (PRT) Department’s ability to construct the trails and greenways identified in the plan. As a result, many of the City’s parks and recreational areas, as well as other key attractions, are not connected into a cohesive system.

One of the City’s compressed natural gas (CNG) trucks.

Lastly, little data exists about the location and number of species of concern in the Planning Area so they are not typically considered during planning or development review processes.

SOIL CONSERVATION Many times developers clear nutrient-rich, native topsoil during the grading or site clearing process. When the site is ready for landscaping, developers haul in fill dirt that lacks the nutrients needed for adequate plant growth and survival, making landscaping less likely to survive over the long term.

Many contractors do not understand or appreciate the importance of installing sediment controls and maintaining them throughout the construction process. Sites that are not properly stabilized contribute to sediment runoff and illicit discharge.

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TREE CONSERVATION Although the City has strong landscaping requirements, developers often push back in an attempt to maximize parking or keep development costs down. In attempts to ensure a business-friendly environment (particularly during the economic downturn when development interests were low), landscaping requirements have been relaxed or modified which can reduce the number of trees on a site or result in trees being planted in less than ideal locations which either stunts their growth or threatens their survival. The City is not formally monitoring its tree canopy, making it difficult to understand how site-specific planting decisions impact the health of the tree canopy over the long term.

Additionally, developers do not always protect trees during the site planning process or when managing the site during the development process. Although the City works with developers to minimize impacts on heritage trees, regulations are such that they are sometimes lost or damaged during the development process.

MANAGING WATER RESOURCES Although the City has implemented many water management programs and policies, protecting water quality and quantity will continue to be a major challenge as the City grows.

Storm drain marking is one of many ways the City educates residents about stormwater management.

According to the SC DHEC, Rock Hill has one impaired stream and four streams with Total Maximum Daily Loads (TMDLs) (calculations of the maximum amount of a pollutant allowed to enter a waterbody) that are monitored by the City and the State. Rock Hill has a limited number of monitoring stations, the station locations are not always in the areas with the highest potential for contamination, and only certain contaminants are being monitored. In addition to the limitations associated with monitoring, funding is rarely available to implement TMDLs or manage and control nonpoint source pollution.

The City and County undertake educational campaigns to help people understand their personal impacts on stormwater and water quality (pet waste, fertilizer use, dumping down stormwater drains). Efforts include stormwater education at schools, marking storm drains, and development of a “1,000 Rain Gardens for York County initiative.“ Despite these efforts, many people are largely unaware of how their actions impact water quality, and as a result, often contribute to the contamination in the waterways. Currently Rock Hill’s water quality monitoring data is not publicly accessible. Although the City’s Stormwater Management Design Manual discusses green infrastructure and low impact design, they are not required or incentivized and are rarely implemented. Lastly, the Manual is focused on managing water quantity and provides little guidance on incorporating water quality improvements into a site’s stormwater master plan.

The City has strong stormwater requirements for new development and redevelopment, but older development was not subject to these requirements. Additionally, as the City grows so does the loss in natural flood storage and the amount of impervious surface, which furthers water quality concerns and puts a strain on the stormwater system due to increased runoff.

The Charlotte metro region (and the Catawba River Basin) was the fourth-fastest growing metro area in the United States from 2000-2010. Nearly 2 million people depend on the Catawba River for safe drinking water, wastewater treatment, power generation, industrial processes, crop and livestock production, and recreation. Water supply studies done in the region indicated that without significant effort to manage water consumption the Catawba River would not be able to meet anticipated future demand. Although the

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NATURAL RESOURCES

region was proactive in developing a Water Supply Master Plan to protect, preserve, and extend available water supply, the plan must be implemented to be effective. Drought also adds an additional layer of variability to a water supply already facing water challenges.

RECOMMENDATIONS FOSTERING LAND CONSERVATION 

Update the Open Space Plan to include consideration of urban open space and combine it with the planned Trails and Greenways Master Plan Update.



Reinforce redevelopment and compact development land-use policies.



Determine areas/neighborhoods with parks and open space deficiencies, and develop a plan to ensure these areas are served.



Provide additional access to the Catawba River as adjacent land is developed.

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Work with Winthrop University and the Museum of York County to collect data on species of concern and consider the data during plan updates and the development review process.



Require developers to save native topsoil during the grading process and reuse it when landscaping.



Protect and enhance the City’s tree canopy by strengthening heritage tree protection, ensuring adequate space and soil quality for new tree plantings and monitoring tree plantings over time.



Integrate environmental educational opportunities along City greenways, in City parks, and in other environmentally sensitive areas.



Implement a contractor education program to help prevent sediment runoff and illicit discharge.

MANAGING WATER RESOURCES 

Improve the City’s Community Rating System (CRS) rating to further reduce flood risks and flood insurance premiums.



Complete an inventory of the location and condition of all City-maintained storm drains and then inspect them regularly.



Incorporate water quality improvements into the projects identified in the Stormwater Master Plan.



Promote the concepts of green infrastructure, low impact design (LID), and green building techniques.



Establish additional monitoring stations to help pinpoint the cause of nonpoint source pollutants.

COMPREHENSIVE PLAN | 53





Increase water conservation efforts by:

  

expanding educational opportunities

 

developing water-efficient landscaping standards

developing automated metering infrastructure (AMI) citywide offering incentives to the public to upgrade their toilets and plumbing systems implementing the Water Supply Master Plan

Improve water resource education and awareness through the development of a dedicated website and introduction of educational markers and kiosks near storm drains, along waterbodies, and at projects that have integrated techniques that conserve water or improve water quality.



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Adopt the local floodplain maps as well as special standards for floodplain storage in sensitive floodprone watersheds to strengthen the City’s ability to reduce flooding impacts.

NATURAL RESOURCES

COMPREHENSIVE PLAN | 55

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TRANSPORTATION

T

HE CITY’S TRANSPORTATION SYSTEM IS COMPRISED OF MANY DIFFERENT TYPES OF facilities including roadways, bicycle and pedestrian facilities, public transit, rail, and aircraft. A variety of people, including citizens, businesses, and commuters, all depend on these facilities operating safely and efficiently both now and in the

future.

KEY FACTS & FIGURES ROADS 

The South Carolina Department of Transportation (SCDOT) owns 45% of the roads in the Planning Area, the City owns 34%, and the remaining roads are owned by the County or are privately held.



Outside of I-77, the highest traffic volumes in the Planning Area occur along Celanese Road (approaching 40,000 vehicles per day).



According to 2013 peak hour level of service (LOS) data from the SCDOT, portions of Celanese Road, Cherry Road, Dave Lyle Boulevard, Mt. Gallant Road, and Albright Road operate at a Level of Service (LOS) D during peak hours (with A being best and F being worst).



Between 2010 and 2013, two-thirds of traffic collisions in York County took place within Rock Hill, but only 15% of the fatal collisions.



The majority of intersections that pose safety concerns are located along Celanese Road, Cherry Road, or Dave Lyle Boulevard. Half of the priority intersection locations in the City have been improved or have improvement projects planned or underway.



Transportation planning in the City is overseen by three organizations: the City of Rock Hill, the Rock Hill/Fort Mill Area Transportation Study (RFATS), and the SCDOT. Ten different transportation plans and studies have been completed in the Planning Area in the last decade.



According to the RFATS Congestion Management Plan Update, 8 of the 10 roadway segments projected to have the highest P.M. peak congestion in the RFATS Study Area in 2035 are in Rock Hill.



Half of the locations identified as having safety concerns in the RFATS Congestion Management Plan Update are in Rock Hill.

ALTERNATIVE MODES 

Past attempts at fixed-route bus service in Rock Hill have been unsuccessful primarily due to lack of density and questionable management by outside providers. The City currently offers commuter bus service to Charlotte (CATS 82X) and local demand response service (York County Access) to meet transit needs.

COMPREHENSIVE PLAN | 57



RFATS completed an Urbanized Area Transit Implementation Study in July 2015. Although more than 80% of residents support City-wide, fixed-route bus service and have since the question was introduced in the Citizen Survey in 2005, study findings indicate that projected ridership remains challenging on all of the routes analyzed as a network.



The City has a well-developed sidewalk network within the Old Town area. New areas such as Riverwalk have robust internal sidewalk networks, but are not connected to areas outside of the development. Many older developments were built before sidewalk requirements were in place and lack facilities. The City’s Trails and Greenways Master Plan identifies 28 miles of existing sidewalk that are critical to the sidewalk network and an additional 16 miles of sidewalk that are needed to connect major destinations (one-third of which have been constructed to date). More than 95% of residents support enhancements to sidewalks and other pedestrian facilities and have since the question was introduced in the Citizen Survey in 2005.

Trail users enjoying the 2.5-mile riverfront Piedmont Medical Center Trail (top) at Riverwalk. In conjunction with construction of Fountain Park, the City striped its first bicycle lanes (below) in Downtown.



The City has about 27 miles of greenway and multipurpose trails. About 52 miles of new trails and greenways are proposed in the City’s Trails and Greenways Master Plan.



The City striped its first bicycle lanes and marked its first sharrows in 2013. In total, about 44 miles of bikeways (including bike lanes, signed routes, sharrows, and multipurpose trails and greenways) are available for use in Rock Hill. According to the 2014 Citizen Survey, 82% of residents support enhancements to bicycle lanes and trails.



Rock Hill is home to the Rock Hill-York County Airport, a designated reliever airport to Charlotte-Douglas International Airport, which lies 20 miles to the north.

FUNDING 

SCDOT has the nation’s fourth-largest highway system, but the fourth-lowest gas tax for roadway funding which creates funding gaps for maintenance.



The City receives approximately $1.2 million from the Federal Transit Administration and between $120,000 and $180,000 from SCDOT in State Mass Transit Funds to operate the commuter bus and demand response service.

Rock Hill matches state funding for the demand response service.



RFATS receives about $6 million in SCDOT Guideshare, $110,000 in Transportation Alternatives Program (TAP) funds, and $3 million in Congestion Mitigation and Air Quality (CMAQ) funds annually for use throughout the RFATS Study Area.

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TRANSPORTATION



The Pennies for Progress program has generated more than $645 million for York County’s roadway system. In total, 147 miles of highway improvements, 97 miles of County gravel roads, 31 bridge projects, and 122 major intersections have been improved through the Pennies for Progress program since its inception in 1997.



York County receives about $3.5 million annually in County Transportation Funds (C-Funds). Between 2012-14 about 11 miles of roads in Rock Hill were reclaimed/resurfaced using C-Funds. The City has increased its resurfacing budget from $300,000 in FY11 to $860,000 in FY16 in order to supplement CFunds. About five miles of City roads were reclaimed/resurfaced using City funds between 2012 and 2014.



The City typically allocates about $100,000 annually for trail construction (which is less than a quarter-mile of trail construction a year) and $50,000 a year for trail maintenance/repaving.



Sidewalks are typically constructed when new development takes place and can also be included in Pennies for Progress Projects. The City budgets about $100,000 annually for sidewalk maintenance, which equates to about one-half mile of sidewalk.

STRENGTHS Coordination is a challenge for any organization, but coordinating transportation planning efforts is something at which the City works hard. As a founding member of RFATS, the City has a long history of coordination through the federal metropolitan planning organization (MPO) process. The City also has representation on three RFATS’ committees and provides regular input into the development of RFATS’ plans including the Long Range Transportation Plan (LRTP) and Congestion Management Plan. The City regularly coordinates with the County on supporting and advocating for Pennies for Progress and road repaving projects.

It frequently coordinates with SCDOT on improvements to state-owned facilities within the City and to secure funding for needed transportation projects. The City coordinates with the Federal Transit Authority (FTA) to secure funds for transit and regularly communicates with the Federal Highway Administration (FHWA) and Catawba Regional Council of Governments (CRCOG) through the RFATS Technical Team.

The City also regularly involves citizens and elected officials in transportation planning processes. The City established the Rock Hill Traffic Commission to hear concerns of local residents and has two citizens on the RFATS Citizens Advisory Committee. The City also has a Trails and Greenway Advisory Committee and Bicycle and Pedestrian Task Force that consider trails, greenways, bicycle, and pedestrian issues in the City. The City’s transportation manager organizes quarterly meetings of a Transportation Planning Coordination Group (TPCG). The group meets with City Council every year to discuss and prioritize future transportation projects. Rock Hill also actively works with community groups, such as Eat Smart Move More York County (ESMMYC), the Rock Hill Bicycle Club, and South Carolina Communities for Cycling (C4C) to leverage bicycle and pedestrian resources and opportunities.

As they have for the past 10 years, 95% or more of respondents in the 2014 Citizen Survey support sidewalks. 82% support the construction of bicycle lanes and trails.

The City proactively coordinates land use and transportation decisions. The Planning & Development Department requires developments of a certain size and intensity to conduct a traffic impact analysis and mitigate impacts.

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Although the City still has a ways to go, Rock Hill has made great strides in increasing facilities for alternative modes of transportation. A lot of the success can be attributed to the addition of progressive policies for new development in the zoning ordinance. The City has incorporated complete streets policies like requiring five-foot sidewalks on both sides of most street types in most zoning districts and requiring bicycle lanes on all new City arterial and collector streets. It also requires development with 50 or more surface parking spaces to provide bicycle parking facilities. The ordinance also includes connectivity and trail requirements, as well as site plan requirements for pedestrian connections from the sidewalk and connectivity between parking lots.

Finally, the City regularly explores and reevaluates viable transit options. RFATS completed an updated transit study, the Urbanized Area Transit Implementation Study, in July 2015.

CHALLENGES CONTRIBUTORS TO CONGESTION:  Lack of road capacity  Deficient intersections  Lack of bicycle and pedestrian infrastructure and transit  Lack of connectivity between neighborhoods and developments  Limited mixed-use

REDUCING CONGESTION Traffic volumes have risen along most roadways in the 2020 Planning Area, and volumes are only anticipated to further increase over time. Traffic volumes are among the highest in the RFATS Study Area along Celanese Road, where average annual daily traffic counts near I-77 in 2013 approached 40,000 vehicles per day (vpd).

While most area roads have an acceptable level of service (LOS) based on 24-hour vehicle traffic counts, according to 2013 peak hour LOS data from SCDOT, many major roads have segments that become heavily congested during peak hours including Celanese Road, Cherry Road, Dave Lyle Boulevard, Mt. Gallant Road, and Albright Road. According to the RFATS Congestion Management Plan Update, 8 of the 10 roadway segments projected to have the highest P.M. peak congestion in the RFATS Study Area in 2035 are in Rock Hill.

Unfortunately a long-planned, parallel reliever route, including a bridge over the Catawba River, was removed from the RFATS LRTP in 2012 and no alternative reliever route has been identified.

Congested roads and intersections lead to idling, which increases emissions. Although York County’s nonattainment classification for ground-level ozone has improved from “moderate” violation to “marginal” violation, the larger Charlotte/Metrolina Region (which includes York County) is in nonattainment which has economic development and transportation impacts on the region.

Congestion on Celanese Road during the after-work peak period.

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TRANSPORTATION

In most cases, congestion is caused by intersections that operate over capacity.

Although the City has successfully improved many undersized intersections through CMAQ funding, additional deficient intersections remain.

With limited transit options and still-developing trail, sidewalk, and bicycle networks, residents do not have a lot of mode choice outside of driving a private vehicle to get to and from work or run errands. Additionally, older developments were not subject to connectivity requirements, and residents of established neighborhoods often successfully protest against connections to new, adjacent neighborhoods. The lack of connectivity forces drivers onto major arterials for local trips because alternative routes are not available.

Land use decisions have also exacerbated congestion. Mixed uses are limited to downtown and Riverwalk, and many housing developments, especially multi-family housing, are isolated from goods and services except for access by car.

SUPPORTING ALTERNATIVE TRANSPORTATION MODES The City has worked hard to improve the pedestrian environment and create an environment conducive to bicyclists, but pedestrian and bicycle environments have not always been a priority. In many older areas of the City, facilities are fragmented or absent. Due to the high costs of retrofitting streets and challenges associated with securing right-of-way, Pennies for Progress projects are the primary tool used to construct new roadway projects in the City. Historically, these projects have not usually included dedicated bicycle and pedestrian facilities because political and public support was weak.

The City also does not have a formal plan for where street connections are needed or how they are designed, which leaves these decisions to be negotiated during the development process. Although the City has a plan for bicycle and pedestrian improvements in and around Winthrop University and Downtown, and a Trails and Greenways Master Plan that identifies key locations for new trails (including sidewalks), no bicycle and pedestrian plan for the City exists as a whole or the larger Planning Area.

Columbia Avenue (above) does not provide safe connections for Winthrop students to walk or bike to and from campus.

Lack of sidewalks from Rosewood Drive to the entrance of Rosewood Elementary School (below) hinders students from walking to school.

The City has had major success in adding new attractions like the Rock Hill Outdoor Center and Fountain Park, but has not yet connected new and existing attractions by modes other than the automobile. In many instances, residents and visitors do not feel safe walking or biking because of issues with aesthetics, lighting, signage, and traffic.

Just as land use patterns contribute to congestion, they also detract from the feasibility of using alternative modes. A lack of mixed use makes walking and biking for daily needs difficult.

One of the most frequent concerns heard from citizens regards the lack of public transportation in Rock Hill. Previous attempts at fixedroute transit in the City have been unsuccessful mainly because the City lacks the density needed to support transit services. Current commuter and demand response (dial-a-ride) services show a need, but ridership patterns justifying fixed routes have not yet emerged.

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RFATS completed an Urbanized Area Transit Implementation Study in July 2015. The study evaluated the characteristics of several corridors in Rock Hill to determine whether a new fixed-route transit service was warranted. Study findings indicate that projected ridership remains challenging on all of the routes analyzed as a network, but that consideration of incremental additions to transit service availability may represent, in concert with York County Access, a more effective, cost-conscious approach to meeting area transit demand.

Historically Rock Hill School District Three did not construct sidewalks on school property, and in most instances there is no sidewalk or bicycle network in areas surrounding schools, making it difficult and often unsafe for students to walk or bike to school.

Sidewalks and trail construction is required with new development and sidewalks are often included in Pennies for Progress projects. Outside of these channels, limited funding is available for new construction of these facilities, making it difficult to expand the sidewalk network in older, developed areas or make needed connections between major attractions in the City.

MAINTAINING FACILITIES & INFRASTRUCTURE South Carolina has the nationâ&#x20AC;&#x2122;s fourth-largest highway system, but also the nationâ&#x20AC;&#x2122;s fourthlowest gas tax for roadway funding. As a result, limited state funding is available for road maintenance. Since SCDOT owns almost half of the roads in the Planning Area, Rock Hill feels the impacts associated with the lack of funding. At times when issues become critical, the City makes needed improvements on State-owned roads, which reduces the funding available for maintenance on City-owned roads. Likewise, when the City takes on improvements on State-owned roads, SCDOT often holds the City responsible for future maintenance. Even outside of these circumstances, SCDOT has begun to transfer roads to municipalities, mostly without any associated funding to cover maintenance costs. These transfers, combined with the addition of new City-owned facilities as the City grows, means that City maintenance responsibilities continue to grow at a much faster rate than the funding available to cover the costs of the maintenance.

Because of financial constraints, the City must often wait until a road is failing to undertake improvements. In most cases, the costs for the improvements at this point are much higher than if they would have been addressed before the road reached a critical state. SCDOT and York County both have a formal system in place for collecting data on the condition of State and County roads and prioritizing roads for improvements, but Rock Hill does not. The City also does not have a formal system for monitoring the condition of sidewalks, bicycle lanes, or trails, or an adequate funding source for making needed improvements.

Finally, half of the identified locations with safety concerns in the RFATS study area are located in the Planning Area.

Repaving of South Jones Avenue.

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RECOMMENDATIONS REDUCING CONGESTION 

Advocate for a reliever route or other mechanisms to reduce congestion on Celanese Road.



Develop a collector and arterial street plan to guide future street location and design.



Annually provide information to RFATS to be factored into the Congestion Management Plan Progress Report, and support RFATS’ efforts to implement the plan.



Retrofit existing site access and circulation to current standards during the redevelopment process.



Coordinate land use and transportation planning decisions to avoid increasing congestion on already congested roads within the Planning Area.



Routinely collect traffic volume and turning-movement count data at congested intersections to track changes in Level of Service (LOS) and recommend improvements.

SUPPORTING ALTERNATIVE TRANSPORTATION MODES 

Develop and implement a City-wide bicycle and pedestrian plan that builds upon the College Town Area Bicycle and Pedestrian Plan and Trails and Greenways Master Plan, and balances the needs of all user types.



Identify and correct unsafe pedestrian conditions on existing City facilities, including facilities identified through Safe Routes to Schools (SRTS) assessments.



Increase the viability of transit by mixing uses, increasing density, and improving walkability and bikeability along identified transit corridors.



Improve bicycle and pedestrian connections between major City attractions including Winthrop, downtown, parks and recreation areas, and shopping centers.



Advocate for sidewalk, bicycle lane, and trail construction in conjunction with Pennies for Progress roadway projects and SCDOT projects or as stand-alone Pennies projects on future Pennies referendums.

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MAINTAINING FACILITIES & INFRASTRUCTURE 

Expand the street resurfacing program.



Initiate a formal system for assessing the condition of City roads and prioritizing roads for improvements.

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Develop a plan for ongoing maintenance of trails and bicycle and pedestrian facilities.



Develop a proactive system to maintain roads before they fail.



Routinely monitor safety and accident data to identify needed safety improvements.

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Prepare a plan to increase funding for maintenance of City roadways and implement a pavement preservation program to extend the service life of the roadway pavements.



Request additional funding for maintenance from future Pennies programs and with SCDOT road transfers.

TRANSPORTATION

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EALTH AND THE BUILT ENVIRONMENT ARE INEXTRICABLY LINKED. DECISIONS about land use, transportation, community facilities, housing, and parks and open space have implications for physical activity, mental health, air and water quality, and accessibility.

KEY FACTS & FIGURES STATE & NATIONAL COMPARISON 

South Carolina ranked tenth in the nation for obese adults in 2013 and seventh when considering both adults and adolescents.

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Although South Carolina’s obesity rate is below the national average of 34.9%, it has more than doubled from 12% in 1990 to 25.1% in 2004 and grew to 31.7% in 2013.

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According to the 2011/2012 National Survey for Children’s Health, South Carolina ranked third in the nation for overweight or obese children, with 39.2% of children aged 10 to 17 overweight or obese.

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In 2013, at both the state and national levels, non-Hispanic blacks had the highest prevalence of self-reported obesity, followed by Hispanics.



In 2013, 46% of South Carolinian deaths were attributed to cancer, heart disease or diabetes. In 2013, South Carolina ranked seventh in the nation for crude percent of the population with diabetes and diabetes was the seventh leading cause of death.



The 2013 death rates for cancer, heart disease and diabetes were highest among blacks (when compared to all other races), with the death rate for blacks with diabetes almost three times higher than the death rate for whites with diabetes.



More than 44% of South Carolina adults consume less than one serving of fruit a day and more than 27% consume less than one serving of vegetables, higher than then national average. More than half of adolescents consume less than one serving of fruit a day and 48% consume less than one serving of vegetables a day.



According to 2012 Census data, about 48% of all restaurants in South Carolina are fast-food establishments compared to 49% nationally.



Seventy-four percent of South Carolina residents reported participating in physical activity outside of their regular jobs during the past month, just under the national average of 75%. Seventy-six percent of high school students in South Carolina in 2013 did not meet the aerobic physical activity standard of at least 60 minutes of physical activity per day compared with 73% nationally.



Only 36% of South Carolina youth have parks, community centers and sidewalks in their neighborhoods, compared to 54.5% nationwide.

Additionally, only 12.9% of South Carolinians live within one-half mile of a park, compared to the nationwide average of 39.2%.

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Approximately 44% of adults and young adults living in South Carolina smoke, compared to the national average of 36.5%. The annual health care costs in South Carolina directly caused by smoking are $1.9 billion.

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Eight percent of South Carolinians age 18 and older currently have asthma, slightly lower than national figures (9%).

COUNTY & STATE COMPARISON (LOCAL WHEN AVAILABLE) 

Only 53% of Rock Hill residents said they were in excellent or good health on the 2014 Citizen Survey.



York County ranks seventh lowest in the state in percentage of obese adults.

Despite this low state ranking, nearly 28% of York County adults are obese.

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According to a local survey, 41% of third and fourth graders in York County were overweight and 24% were obese in 2012/2013.

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Consistent with the state and national obesity prevalence rates, black adults in York County had the highest obesity rates.

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In 2012, heart disease was the leading cause of death in York County, cerebrovascular disease was fifth and diabetes was the eighth highest cause of death.

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In 2013, 44% of York County resident deaths were attributed to cancer, heart disease or diabetes, which was slightly lower than the state average of 46%.

66% of adults in York County consume less than one serving of fruit daily and 54% consume less than one serving of vegetables daily.



Diabetes and heart disease death rates were lower in York County than state averages; however, cancer death rates for all races were higher. Blacks in York County had the highest percentage of death rates for cancer, heart disease and diabetes when compared to whites and all races.



Sixty-six percent of adults 18 and older in York County consumed less than one serving of fruit daily and 54% consumed less than one serving of vegetables daily. According to the 2014 Citizen Survey, 60% of Rock Hill residents said they did not eat five portions of fruits and vegetables.

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York County has a slightly better food environment index of 7.2 compared to the state index of 7.0 (the food environment index is the proportion of people who are low income and do not live close to the grocery store or have access to a reliable food source).

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In 2012, York County had more fast-food restaurants (156) than full-service restaurants (145). Additionally, York County has a higher percentage of fastfood establishments (52 %) than the state (48%).

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Eighty percent of York County residents participated in physical activity outside of their regular jobs, compared to 74% statewide. According to the 2014 Citizen Survey, 39% of Rock Hill residents said they participated in moderate or vigorous physical activity.

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Thirty-eight percent of York County adults and young adults smoke, lower than the state average of 44%.

PUBLIC HEALTH



Eight percent of residents 18 and older in York County have asthma, which is in line with the state average (also 8%). Four days in York County in 2008 were rated as unhealthy for ozone. Although no days in 2008 had particle pollution (PM2.5) levels that exceeded the national standard, the annual average concentration exceeded the national median and the levels of the majority of peer counties. Additionally, the 2008 levels exceed the current national standard.

HEALTHCARE 

South Carolina spent an estimated $1.2 billion in health care costs due to obesity in 2009, and that figure is projected to increase to $5.3 billion by 2018, which roughly equates to a $1,505 increase per adult. The SC Department of Health and Environmental Control (SC DHEC) estimates that if the state were to halt the increase in prevalence of obesity at today’s level, the state could save $858 per adult in 2018, a total of $3 billion in savings.

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According to the Trust for America’s Health and the Robert Wood Johnson Foundation, obesity-related healthcare costs in South Carolina could increase 12.6% by 2030. The study concludes that lowering the body mass indexes (BMIs) of adults by 5% could save 7.4% in health care costs, a savings of more than $9 billion.

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Piedmont Medical Center (PMC) is the largest healthcare provider in York County.



The City has one free medical clinic and one foundation that provides

In 2009, SC spent an estimated $1.2 billion in health care costs due to obesity, a figure that is projected to increase to $5.3 billion by 2018.

affordable health care services to residents. Additionally, York Technical College offers dental cleanings to the public (age thirteen and older) for a small fee.



A 2012 Community Health Needs Assessment found that York County had significant unmet healthcare needs, particularly among the uninsured and Medicaid beneficiaries.

STATE, REGIONAL, COUNTY, & SCHOOL HEALTH IMPROVEMENT EFFORTS 

Efforts to improve health at the state level include an obesity action plan, a state-level coalition, a “health + planning toolkit,” a tobacco control plan, Safe Routes to School (SRTS), school health initiatives, an “access to healthy food” report, and an infrastructure investment report for promoting small farms.

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Efforts to improve health at the regional level include an Ag + Art Tour, a farm and food coalition, a virtual farmers market, a public health work group, and a tri-county Girls on the Run program.

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Efforts to improve health at the County level include a local coalition called Eat Smart Move More York County (ESMMYC), a community health needs

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assessment, a bicycle route survey, a tobacco-free coalition, and an alcohol and substance abuse coalition.



Rock Hill District Three has a Wellness Policy focused on nutrition, physical activity, health care, and substance abuse. The District also has over 20 jointuse agreements in place with the City to allow shared use of school facilities.

CITY EFFORTS

All City buildings and Rock Hill District Three schools are 100% tobacco-free.



All City buildings are 100% tobacco-free indoor workplaces.

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The City of Rock Hill owns, operates, and maintains 31 parks and four recreation centers, totaling more than 588 acres. The City also has 23 joint use agreements for the shared use of public property and facilities.

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The City has nearly 13 miles of multi-purpose trails, nearly 10 miles of trails within City parks, and 4 miles of greenways.

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In 2013, the City marked its first bicycle lanes and shared-lane bicycle markings or “sharrows.” Overall, approximately 44 miles of bikeways (including bicycle lanes, “sharrows,” signed routes, multi-purpose trails and greenways) are available for bicycle transportation in the City.

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In 2013, the City was awarded the Bronze Level Bicycle Friendly Community by the League of American Bicyclists.

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The City has provisions in its Zoning Ordinance for inclusion of bicycle and pedestrian infrastructure including bicycle lanes, bicycle parking, sidewalks, and trails and greenways.

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The City adopted a bicycle ordinance to ensure the safety of motorists and bicyclists.

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The City was awarded a $40,000 Action Communities for Health, Innovation, and Environmental Change (ACHIEVE) grant in 2011 that was used to identify and mark 12 miles of bicycle routes, develop school nature fitness trails, and create a bicycle brochure.

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The City offers commuter bus and demand-response service, and recently completed a transit study to determine if a new service is warranted.

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The City has six plans and three committees that promote alternative modes and an active lifestyle.

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A bicyclist learning how to properly wear a bicycle helmet.

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City health initiatives include a farmers market, an employee wellness program, a Health and Wellness Clinic, an annual Health Fair, a garden fresh vegetables project, a rent subsidy for a downtown grocer, back the pack (a food program for school kids), a bicycle safety and awareness campaign, and development of a bicycle brochure/map and a “park to park” bike routes map.

PUBLIC HEALTH

STRENGTHS Although South Carolina’s health rankings are low nationally, the state has made great strides in improving the overall health of its residents. The state adopted its first obesity action plan, created a “health + planning toolkit,” developed a state tobacco control plan, and has several collaboratives, task forces, and coalitions committed to active living and healthy eating. These efforts are reinforced at the regional and county levels. Some of the most notable accomplishments include an ag + art tour, a farm and food coalition, and a virtual farmers market. York County has an active local coalition of ESMM that has conducted local health surveys, collected local BMI data, and managed grant funding and activities.

Rock Hill benefits from and is an active participant in many of these efforts, but it has also undertaken many of its own efforts to improve the community’s health and well-being. The City has a bicycle and pedestrian task force, a trails and greenways advisory committee, and a parks and recreation commission that work to increase active living and promote alternative modes of transportation.

The City has completed many plans, including its Strategic Plan, the Comprehensive Plan, the College Town Area Bicycle & Pedestrian Plan, the Trails & Greenways Master Plan, and Directions: A Strategic Plan for Parks, Recreation, and Tourism, that are geared toward, or include strategies for, improving and expanding bicycle and pedestrian facilities, enhancing the bicycle and pedestrian environment, providing safe alternative transportation options, and promoting an active lifestyle. More importantly, the City has implemented many of the recommendations from these plans including construction of trails, striping of bicycle lanes, marking of shared lane bicycle markings or “sharrows,” and construction of new park facilities.

The City has also adopted many progressive policies in its Zoning Ordinance that ensure facilities are included as a part of new development projects, including Complete Streets principles and connectivity design standards, bicycle parking requirements, and sidewalk and bicycle lane requirements.

Children learning how to plant seedlings at the Community Garden.

The City also successfully secured two health-related grants to address obesity and chronic disease. Grant money was used to mark bicycle routes, create a bicycle brochure, implement a school physical education (PE) cycling pilot, and support local farmers markets and community gardens.

The City offers an employee wellness program that includes health education programs and organized exercise events, as well as incentive wellness objectives, and hosts an annual health fair. The City also has a Health and Wellness Clinic that provides health services at no cost to employees, retirees under 65 not on Medicare, and spouses and dependents ages 2 and up who are on the City of Rock Hill medical insurance plan.

The City opened a farmers market in 2010 and began a community garden in 2013. City employees also participate in a garden fresh vegetables project and back the pack initiative where they donate fresh fruits and vegetables to not-for-profit organizations and assist Rock Hill District Three in providing nutritious food to malnourished students.

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All City facilities are 100 percent tobacco-free indoor workplaces. Additionally, the City owns, operates, and maintains 31 parks and four recreation centers, and has 23 joint-use agreements in place that promote physical activity and active living.

CHALLENGES REDUCING OBESITY & CHRONIC DISEASE The percentage of obese adults in South Carolina has increased dramatically from 12 percent in 1990 to 31.7 percent in 2013. The state ranks tenth in the nation for obese adults and third in the nation in obese or overweight adolescents. Although York County fairs well when compared to the state, over one in four adults is obese.

SC ranks 10th in the nation for obese adults and 3rd in the nation in obese or overweight adolescents.

Forty-six percent of deaths in South Carolina and 44 percent in York County are from chronic diseases associated with obesity, including cancer, heart disease, and diabetes.

African-Americans have the highest prevalence of self-reported obesity and the highest death rates at both the State and County level. In particular, African-Americans at the state level had a death rate for diabetes three times the death rate of whites.

Although the City has a wellness program and an annual Health Fair to address these issues, the majority of employees do not to participate. The wellness program lacks resources like a fitness center to help employees meet health and fitness goals, and the number of City-sponsored health and wellness events is minimal.

Additionally, many City and Department-sponsored events and vending machines lack healthy food and drink options.

Although all City facilities have been 100-percent tobacco-free since 2009, smoking is allowed in City parks. In February 2015, the Cityâ&#x20AC;&#x2122;s Parks and Recreation Committee took a proposal to City Council to ban smoking from all City parks, but the proposal was not advanced.

According to 2010 U.S. Department of Agriculture (USDA) data, more than 10,600 people in Rock Hill, primarily concentrated in and around downtown, live in a food desert (an area with a substantial share of residents who live in a low-income area that has low levels of access to a grocery store or healthy, affordable food retail outlet). Research conducted by a Winthrop graduate school class found that places that serve food in these areas charge more and offer fewer healthy food options, making it difficult for these residents to access healthy foods at affordable prices. Additionally, few farms operate within the City limits, further increasing the difficulty of accessing local, healthy foods.

Little healthcare data is available at the local level, making it difficult to analyze and understand trends and challenges at the local level. Additionally, a health needs assessment done for the County found significant unmet healthcare needs, particularly among the uninsured and Medicaid beneficiaries.

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RETROFITTING THE BUILT ENVIRONMENT TO SUPPORT A HEALTHY LIFESTYLE The City currently has progressive policies in place to enhance bicycle and walking opportunities in new developments and facilities; however, these policies were not always in place and many existing developments lack bicycle and pedestrian facilities and infrastructure. Additionally, political and public support for these facilities was historically weak, so bicycle and pedestrian facilities were noticeably absent on the majority of former Pennies for Progress projects. Retrofitting the built environment is a difficult, lengthy, and expensive process. The City has a bicycle and pedestrian plan for the Winthrop and downtown areas, but it does not have a Citywide bicycle and pedestrian plan. Additionally, although some funding is available for bicycle and pedestrian projects, funding is largely restricted to new Pennies for Progress projects.

Most roads in Rock Hill lack bicycle facilities.

The City has had major success in adding bicycle and pedestrian facilities associated with new major attractions like the Rock Hill Outdoor Center and Fountain Park, as well as developing park trails, but has not yet connected new developments to existing attractions by modes other than the automobile. In many instances residents and visitors do not feel safe biking or walking to and between attractions because of issues with aesthetics, lighting, signage, and traffic.

The City owns, operates, and maintains 31 parks, which include several large, eventattracting regional facilities such as Cherry Park, Manchester Meadows, Rock Hill Tennis Center, and the Rock Hill Outdoor Center. However, these facilities are concentrated in downtown and on the eastern side of the City. Recreational activities and parklands on the southern and western side of the City are limited to Rock Hill District Three schools.

Land use patterns in Rock Hill make it challenging to use alternative modes of transportation. Mixed uses are limited to downtown and Riverwalk, and many housing developments, especially multi-family housing, are isolated from goods and services except for access by car.

Finally, Rock Hill School District Three did not historically construct sidewalks on school property, and in most instances the bicycle and sidewalk network surrounding the schools is absent or fragmented, making it difficult and often unsafe for students to bike or walk to school.

RECOMMENDATIONS REDUCING OBESITY & CHRONIC DISEASE 

Look for opportunities to improve the City’s wellness program and encourage Rock Hill employers to offer wellness programs of their own.

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Offer healthy food and drink options at City meetings and luncheons and in City vending machines.

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Assist in the collection of local health data and promote the findings of local health studies.

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Amend the Zoning Ordinance to make it easier for small-scale farms to operate in the City.



Support local efforts to increase access to healthy foods, particularly in underserved areas of the City.

RETROFITTING THE BUILT ENVIRONMENT TO SUPPORT A HEALTHY LIFESTYLE 

Develop and implement a City-wide bicycle and pedestrian plan that builds upon the College Town Area Bicycle and Pedestrian Plan and Trails and Greenways Master Plan, and balances the needs of all user types.



Identify and correct unsafe pedestrian conditions on existing City facilities, including facilities identified through Safe Routes to Schools (SRTS) assessments.

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Adopt a future land use plan that mixes uses and increases density along identified transit corridors.



Improve walkability and bikeability in areas identified as future transit corridors.

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Retrofit vacant properties in neighborhoods or downtown with community gardens.

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Ensure that recreation and exercise options are available in all areas of the City and explore additional joint, shared, and open use agreement opportunities with Rock Hill District Three Schools.

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Improve bicycle and pedestrian connectivity in order to make it easier for people to walk and bike as a part of their daily routine.

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TRANSPORTATION

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ECONOMIC DEVELOPMENT

T

HIS CHAPTER SUMMARIZES KEY FINDINGS RELATED TO THE EXISTING CONDITIONS AND identified needs for the Rock Hill economy. Employment and real estate market trends were analyzed for the Planning Area. Based on these trends, as well as feedback and insight from local planners and economic development professionals, residential, retail, office, and industrial development forecasts were generated. These forecasts helped shape Rock Hill’s future land use map.

KEY FACTS & FIGURES POPULATION & JOB GROWTH 

York County and Rock Hill are located within the fourth-fastest growing metro area in the United States from 2000-10. Although the annual growth rates for York County (3.4%) and Rock Hill (2.6%) were lower than most counties and cities in the region, the amount of growth is still substantial – higher than state and national averages. In total, the County grew 45% and the City grew 38% between 2000-14.

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York County has averaged an annual capture of 10.1% of the metro area population growth and 16.9% of the metro area job growth since 1990.

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York County’s jobs/housing ratio increased from 0.77 in 1990 to 0.85 in 2014.

This is reverse from the trend of the Charlotte metro area that has seen a reduction of jobs/housing from 1.66 in 1990 to 1.48 in 2014. Despite the increase, York County’s ratio is considerably lower than the metro level.



Both York County and Rock Hill have experienced steady job growth, with the County adding over 43,600 jobs and the City adding about 12,500 jobs since 1990. The City has captured about 30% of the County’s job growth from 1990 to 2014.



According to Noell Consulting Group, York County is anticipated to have a demand for more than 52,000 for-sale residential units, more than 21,000 rental residential units and 17 million square feet of non-residential building area by 2040. Of this demand, the Rock Hill area is anticipated to capture 14,645 of the for-sale residential units, 8,401 of the rental residential units, and close to 5.7 million square feet of the non-residential building area.

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JOBS AND INDUSTRY 

Since 2008, York County has become more diverse, expanding in 15 industries.

Nine industries found in the County have a base of 5,000 or more jobs. Only two industries in York County, construction and manufacturing, had a negative net difference of more than1,000 jobs.

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York County lacks smaller industries, local service companies and industries, and high-paying industries like professional/technical Services, transportation and warehousing, educational services, and management of companies.



Target industries in York County include auto, plastics, aviation/aerospace, machinery manufacturing, distribution, and financial services processing. Target industries for Knowledge Park include marketing and design services, professional services, information and communications technology, banking and financial Services, advanced manufacturing, and tourism (including hospitality, lodging, and retail).

70% of jobs in Rock Hill are located within three miles of I-77. 

Eighty percent of York County jobs are within 5 miles of I-77. Nearly 70% of jobs in Rock Hill are located within 3 miles of I-77.



The County has more jobs than the Charlotte metro area in 12 of 20 industry sectors, but lacks jobs in higher-paying industries and transportation-related industries. Rock Hill only has more jobs than York County in 7 of the 20 industry sectors. Rock Hill’s economy is heavily based in moderate-paying, local-serving jobs.



The top three employers in the County (as of August 2015) are Wells Fargo Home Mortgage, Ross Stores, Inc., and Piedmont Medical Center.



The November 2014 unemployment rate in York County was 6.6% (above SC (6.3%), Mecklenburg County (6.3%), and the US (5.5%). Unemployment was as low as 5.3% in 2007 and as high as 15.3% in 2010.

COMMUTING 

Fifty-seven percent of employed York County residents commute out of York County for work.



Almost half of the workers who work outside of the County are advanced knowledge workers (supervisory or managerial). Of those workers, 65% said they would take a job in Rock Hill for the same salary if it were available.

78 |



Almost half of the total jobs in York County, 46.3%, are occupied by people who live outside of York County.



Ninety-two percent of employed York County residents drive to work. The average commute time of employed York County residents is 26 minutes.

ECONOMIC DEVELOPMENT

OFFICE 

York County offers more than 5.3 million square feet (SF) of multi-tenant and owner-occupied office space.



Vacancy rates have been decreasing since the end of 2013 and are currently 6.8%, well below the 10.6% vacancy in the Charlotte metro area (excluding the uptown submarket).



York County has the highest lease rates outside of Mecklenburg County ($18.29 SF). The highest office rents in Rock Hill can be found at Riverwalk (approaching $25/SF).



York County has absorbed around 200,000 SF of office over the last two years, more than Gaston, Union, and Iredell counties.



Ninety percent of office-using firms in the County are quite small with less than 20 employees.



Demand for office space in Rock Hill remained stable from 199813, but office-using industries added more than 830 employees or about 208,000 SF since 2009.

Fountain Park Place—a new 48,000 SF office building located at Elizabeth Lane and East Main Street.

INDUSTRIAL 

York County has more than 19.2 million SF of industrial space. Industrial space in the Rock Hill area is estimated at 7.3 million SF.



Vacancy continues to trend down and is currently 4.5%, below the metro average of 5.1%.



Asking rents average $3.44/SF, well below the $4.73/SF asking rent average in the Charlotte metro.



Industrial employment in Rock Hill increased by more than 1,260 employees or more than 1.2 million SF from 2009 to 2013.

RETAIL 

York County has an estimated 6 million SF of retail space as of 2012, including both multitenant space and user-occupied space (above Iredell and Union counties and in line with Gaston, but well below Cabarrus County).

Ross opened a 1.6 million SF distribution center in the City in 2013.



Half of the retail space (if not more when factoring in vacant space) in York County is located in the Rock Hill area.



Occupancy is quite strong, estimated to be around 94%, well above the regional average of 91.4%.

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

Rents are solid, averaging close to $18/SF, below the regional average of $19.15, but higher than all suburban competitors.



York County is capturing around 65% of its retail expenditures. The County has predominately discount and convenience-based retail as opposed to more comparison or destination retail.

HOUSING 

Over 67% of York County’s housing stock is single-family detached, 4.3% is singlefamily attached, 11.1% is mobile homes, and 17.2% is multi-unit products.



Single-family new home sales in York County rose to as high as 2,300 units in 2006 and fell to as low as 532 in 2011. In Rock Hill, single-family new homes sales rose as high as 759 in 2005 and fell to as low as 154 in 2010.



Median new home sales prices increased 42% from 2000-14 in York County and 52% in Rock Hill over the same time period.



Since 2004, the Rock Hill area has averaged a 36% capture of new single-family homes and 22% of the townhome captures relative to York County.



In 2014, 61% of the County’s new single-family home prices were below $300,000, versus 82% in Rock Hill.

RENTAL APARTMENTS 

York County is the largest apartment market in the Charlotte metro area outside of Mecklenburg County (7,354 units compared with 90,636 units). With nearly 5,500 market rate apartments, the City of Rock Hill has more rental apartments than Cabarrus (4,740), Gaston (3,041), Iredell (4,725), or Union (1,197) counties.



Only 780 rental units were developed in the County between 2009 and 2014, and no new rental communities were built in Rock Hill between 2010 and 2014. New supply was constrained further when the City instituted a nine-month moratorium on new multi-family and attached single-family projects on October 31, 2014 to ensure high-quality design and that future units would be built in walkable, mixed-use locations. Constrained new supply has caused Rock Hill and York County to have the lowest vacancy rates in the metro area at 2.5% and 3.2%, respectively. Although Rock Hill had 874 multi-family units under construction and another 1,460 approved for future development (as of March 2015), demand for rental apartments still far exceeds available supply.



York County has the second highest monthly rents in the metro area; growing from $676 in 2009 to $875 in 2014. The average monthly rent in the larger Charlotte market is $918.

Average monthly rents in Rock Hill increased from $600 in January 2005 to $767 in January 2015.

Gateway Apartments at Galleria Blvd.

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ECONOMIC DEVELOPMENT



Single-family homes account for more than one-third (33.7%) of Rock Hill’s rental housing stock, while accounting for around 28.4% of York County’s rental stock overall.



Of Rock Hill’s nearly 30,000 single-family homes, more than 17% are in rental situations, much higher than York County overall (12%).

STRENGTHS York County and the City of Rock Hill have many competitive advantages that make it an attractive place to live and do business. First, the County is accessible. It is located along I-77 and in proximity of I-85, and is less than 30 miles from the Charlotte Douglas International Airport. It is home to a reliever airport, a three-hour drive from the Port of Charleston, and is home to two rail freight service providers. The County is also in close proximity to Charlotte, the fourth-fastest growing metro area in the U.S. from 2000-10 and the second-largest financial center in the nation. York County has lower property tax and income tax rates than North Carolina counties and the cost of doing business is low. Rock Hill owns and operates its own water, sewer, and electric utilities at competitive rates. Additionally, the County has a lot of available land at affordable prices. Lastly, York County has affordable home prices, excellent schools, and has made substantial investments in both transportation and recreation.

The County has experienced positive job growth for more than two decades. As a result, the County has increased its jobs/housing ratio and has maintained a steady capture of metro-area jobs.

The County has also diversified the local economy from textile manufacturing, expanding jobs in 15 industry sectors.

York County has a strong housing market. The County has experienced an increase in housing development and has a lot of newer housing stock available. Home values have appreciated steadily, but Rock Hill is still more affordable than York County, particularly areas closer to Charlotte. The apartment market is also experiencing strong demand, strong rent growth, and low vacancy rates.

Fountain Park is one of the many projects the City has invested in to spur private investment in Old Town.

Retail, office, and industrial markets are strong as well. The County, including Rock Hill in recent years, has seen positive demand in all three markets. Lease rates and rents for retail and offices are high and increasing, and asking rents for industrial are below the metro average. Vacancy rates in all three markets are declining and absorption rates are strong.

The City is ahead of most in the region (outside of Charlotte) in terms of its focus on infill and redevelopment in the heart of the City (“growing inside first”). The City has invested more than $30 million in infrastructure in Old Town/Knowledge Park including a new electric substation and services, water tank, roads, water and wastewater services, and storm water services. The City, along with the Knowledge Park Leadership Group (KPLG), has also established programs to redevelop underutilized and vacant properties and to grow the pool of talent of its workforce. Additionally, the City has worked to increase the number of people living downtown. Currently 37 apartments are being constructed over retail on Main Street and the City is in discussions with the same developer to construct up to 100 additional units on another property just down the street.

COMPREHENSIVE PLAN | 81

Rock Hill is also considered by many to be a pioneer in sports tourism. The City has an extensive network of sports facilities, including Cherry Park, Manchester Meadows, the Rock Hill Tennis Center, the Giordana Velodrome, and the Novant Health BMX Supercross Track, and hosts a wide array of events each year. The direct economic impact of these events continues to trend upward with over 204,000 attendees and a direct economic impact of over $20 million in 2014.

These efforts, combined with the number of secondary education opportunities in the City/County and the new housing options and lifestyle opportunities available at Baxter and Riverwalk, are making Rock Hill and the County increasingly appealing to younger generations. York County experienced more growth in the 25-34 old age group from 2000 to 2013 than the metro as a whole, and Rock Hill has one of the youngest median ages in the region.

CORE CHALLENGES Growing jobs in targeted sectors Despite the steady increase in number of jobs and the improvement in jobs to household ratio, the County is in need of more jobs. York Countyâ&#x20AC;&#x2122;s jobs/housing ratio is considerably lower than the metro level and the recent employment capture (2011-14) is well below the historic average.

Although York County has diversified the number of industries operating in the County, the County (and the City of Rock Hill) lacks higher-paying industries that bring money into the local economy. Part of attracting higher-paying industries is a skilled workforce. Currently, only around one-fifth of the employed labor force in the County has a bachelorâ&#x20AC;&#x2122;s degree or higher. Additionally, the unemployment rate is higher than in Mecklenburg County and compared to state and national averages. Many of the skilled workers who live in the County are commuting to Charlotte where higher wage jobs are more readily available.

Historically, South Carolina has been able to out-compete Charlotte and neighboring North Carolina counties when it comes to attracting new industry because of more competitive tax breaks and incentive offerings. Improved tax policies and the lifestyle appeal of Charlotte have made the competition for new industry stiffer.

As Charlotte and areas north of the river become built out and land prices rise, an influx of distribution centers have located in the City. Distribution centers require a lot of land, provide fewer jobs than other office and industrial uses, and typically offer lower pay. Additionally distribution centers bring a lot of truck traffic that can damage roads and cause them to wear more quickly. These centers are using up the limited amount of usable land available for higher-paying industries that provide more jobs to locate in the City.

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ECONOMIC DEVELOPMENT

Providing locations for future economic development According to a study done by York County Economic Development and the Rock Hill Economic Development Corporation (RHEDC) in November 2013, York County has the lowest available industrial park acreage in the Charlotte region. This number is even lower when factoring in parcel size or site constraints.

Although opportunities exist for the City to grow to the south and east, these areas lack utility and transportation infrastructure. Expanding infrastructure to these areas will be an extremely costly and lengthy process.

Increasing livability for economic competitiveness Historically, it was the community that offered the best tax breaks or incentives that successfully attracted new industry. Industry is now more concerned about community lifestyle and overall quality of life when determining where to locate. Companies want to locate in places where people want to live and are more focused now on factors like crime rate, climate, culture, commute, recreational amenities, education system, access to health care, and proximity to an airport.

Additionally, with advancements in technology, smaller firms are thriving and many larger companies are shedding employees and rehiring them as consultants or allowing people to work remotely. These factors again allow people to choose where they would like to live and not restrict them to locations where their employer is based.

When fully built-out, Riverwalk will be the Cityâ&#x20AC;&#x2122;s first Consumer preference surveys reveal that a growing minority of people true mixed-use neighborhood. of all ages (including singles, young people without children, empty nesters, and aging households) increasingly want to live in more walkable neighborhoods and communities that have invested in recreation and transit. Many others would be willing to trade off a single-family home with a yard for the ability to walk to work, stores, restaurants, or parks or to get into a better school district.

Although York County and Rock Hill have built a handful of more dense, mixed-use communities in recent years and the City has focused on redevelopment in downtown, the housing markets are largely comprised of lower-density, single-family residential homes. The majority of housing in the residential pipeline is also singlefamily detached housing. These developments are oriented to the automobile, emphasize separation of land uses, are of a uniform design, and often contribute to suburban sprawl â&#x20AC;&#x201C; the opposite of what is growing in attractiveness to both residents and businesses. Although York County is the largest apartment market outside of Mecklenburg County, rental products are older, poorly designed, and often isolated from other uses.

The County, including retail corridors like Cherry Road in Rock Hill, has an oversupply of discount or convenience-based retail. Many of these areas have experienced retail abandonment. The County also lacks destination retail uses, including higherend retail and mall-type stores likely due to the lack of mixed-use neighborhoods where these types of uses have the most success.

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Lastly, previous attempts at fixed-route transit service in the City in the past have been unsuccessful. The City regularly monitors ridership numbers and trip origination and destination, but lack of density continues to make fixed-route transit service questionable.

RECOMMENDATIONS Growing jobs in targeted sectors 

Collaborate with local and state economic development partners to identify potential industry clusters and target industries and ensure that attractive sites are available to these industries.



Recruit targeted industries, particularly those with higher-than-average wage rates and those that reinforce community goals.



Attract smaller and start-up businesses to downtown and the rest of the Knowledge Park area.



Cultivate entrepreneurial exchanges and other programs that reinforce the special character of Knowledge Park.



Work with the educational community to build a skilled workforce, and to specifically address the training needs of existing and targeted industries.



Recognize that the school district and the colleges and universities are integral partners in recruiting new industry to the area.

The Colony Co-Work Space in Knowledge Park offers shared office space to work on new ideas.



Providing locations for future economic development

Ensure that appropriate sites are available that are attractive to potential industry clusters and target industries.

84 |



Make the infrastructure investments necessary to support future economic development.



Balance the demand for new distribution centers with the need for attractive sites for targeted industries.



Support development/redevelopment patterns that are attractive to desired employers.

ECONOMIC DEVELOPMENT

Increasing livability for economic competitiveness 

Focus investment in revitalizing Old Town as the primary mixed-use area providing a more urban lifestyle to attract knowledge businesses.



Develop new mixed-use centers, such as the one in Riverwalk, to provide additional alternatives for businesses, retailers, and residents who prefer such an environment.



Be diligent in enforcing land use policy to safeguard against overdevelopment of the retail market as the City grows.



Expand transit opportunities to both serve populations with need and reinforce the amenity of mixed-use areas.



Expand the wide range of recreational amenities with a focus on providing for unserved neighborhoods and anticipating new trends in sports and activities.



Reinforce the growth of sports tourism as a strong economic engine, that helps define the community while enhancing the overall quality of life.



Build identity based on outdoor recreation and active lifestyles.



Broaden entertainment options for all segments

Sports tourism facilities, like the Giordana Velodrome, are an important economic development tool in the City.

of the community.

COMPREHENSIVE PLAN | 85

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LAND USE

T

HIS CHAPTER BEGINS WITH AN INVENTORY OF EXISTING LAND USE, WHICH HELPS TO identify the character and identity of the Planning Area and shows locations where land uses exist that are or should be protected from change and where growth is most likely. Understanding existing land use is critical to development of a future land use map (FLUM), which is often the pivotal geographic component and policy bridge to zoning and other land development regulations.

When preparing the land use element and FLUM, it is important to integrate land use planning with the other elements. While certain land use needs are met in response to market forces for certain land uses or in response to community desires for patterns such as mixed uses, other needs are influenced by other Plan elements. Thus, land use needs may be further defined by open space policies, natural resource protection policies, or transit supportive policies in other sections of the Plan. Further, the provision of safe, connected, and quality trails, greenways, and sidewalks is a high priority of the City, and must be coordinated with the Land Use Element. Likewise, it will be important for land to be set aside for schools, parks, public facilities, and open space in concert with other Plan elements. 202

KEY FACTS & FIGURES  The three most prominent land uses in the Planning Area are rural residential (23%), single-family detached (15.5%), and open space (6%). Thirty-nine percent of land in the Planning Area (largely outside of the City limits) is undeveloped.

 The majority of land within the City limits has been subdivided into small lots less than 1 acre in size. Larger tracts of land (20 to 100 acres) exist within the Planning Area, but outside of the City limits.

 The majority of land within the City limits is developed. Undeveloped land is prominent in the Planning Area.

 The Planning Area has considerable capacity for growth. There are still more than 22,000 developable acres of land and capacity for more than 42,600 residential units and over 95 million square feet of non-residential building area.

 Some areas in the City are designated with zoning districts that do not reflect existing land use patterns or policies. Planning staff document these instances and work with City Council to amend the Zoning Map and Ordinance. Recent amendments include multi-family text and map amendments.

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STRENGTHS

Grow Inside First places an emphasis on infill and redevelopment and making maximum use of existing infrastructure maintenance and investment.

Although the majority of the land within the City limits is developed and has been subdivided into small lots, plenty of land remains available for development in the Planning Area. Even after factoring out constrained acreage (environmentally sensitive lands) and road right-of-way; there are more than 22,000 acres of undeveloped land remaining. On top of having available land, the City also owns its own utilities, so it has a greater ability to influence where and when the City grows. The City has a Growth Management and Annexation Committee (GMAC) that meets bimonthly to discuss annexation policy and the timing of infrastructure extensions.

To protect against sprawl, the City has also established defined growth goals that are reflected in its Strategic Plan, Comprehensive Plan, and utility policies. The City has adopted a â&#x20AC;&#x153;grow inside firstâ&#x20AC;? philosophy, which it has supported by adopting an Urban Service Boundary and encouraging development in its downtown through investments in infrastructure and brownfield revitalization projects.

The City regularly evaluates the relationship between land use and other elements. The Planning & Development Department requires developments of a certain size and intensity to conduct a traffic impact analysis and mitigate impacts. The City enacted a moratorium on multi-family and single-family attached development in October 2014 after Council expressed concerns about the form and location of these projects. After a detailed study, the City rezoned select multi-family properties to foster development in walkable, mixed-use areas and to prevent development from occurring in isolated locations on the edge of the City. The City recognizes the importance of economic development and business growth to the long-term viability of the City and identified land along I-77 (with high visibility and good access to the interstate) for future industrial and other employment opportunities.

The City also regularly monitors the relationship between the land use element and zoning regulations. Although many instances exist where historical zoning does not reflect the existing land use patterns or policies, staff continuously monitors, identifies, and notes these areas and proposes zoning map and text amendments to rectify the most glaring inconsistencies.

CORE CHALLENGES Managing Growth Ample undeveloped land can be a strength because it means continued development potential, but it can also be a challenge because it can lead to undesirable sprawl if not managed efficiently. Rock Hill has experienced steady population growth over the last few decades and is situated within the fastest growing county in the state between 2000 and 2010 and the fourth-fastest growing metropolitan statistical area (MSA) in the country. Growth is expected to continue into the future as neighboring Fort Mill reaches build out or people are priced out of the housing market there. The City has an Urban Service Boundary and has designated an area for Edge Management on the future land use map,

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LAND USE

both of which discourage against the extension of utilities and development of higher density and intensity developments on the edge of the City. The Edge Management Area philosophy is to promote a holding status until overall growth from within justifies more urban or suburban densities. Most of the time the lack of utilities helps successfully prevent higher density and intensity development along the fringe. The City, however, does provide water and sewer to wholesale customers, including York County, so in some instances properties may still end up with service indirectly (if infrastructure is close enough), even if the City makes a strategic decision not to serve it. In most cases, the County land gets approved for low-density, large-lot residential development which is unfortunately inconsistent with the City’s future land use vision for these areas in most cases. These areas are often eventually annexed into the City, leading to increased costs to provide water and sewer service and police and fire protection.

Additionally, the City has to balance its growth goals and land use objectives with the fact that it is in the water and sewer business. Water and sewer are the second- and third-largest sources of revenue for the City, and consciously choosing not to extend services for sound land use reasons can have unintended fiscal ramifications.

Growth pressures intensify the need for open space preservation. The City has been opportunistic in the past (converting former sewer lagoons and landfills into recreational spaces), which has lessened the need to identify and purchase greenfield land for future parks. However, opportunities like these are limited. The City has not identified areas where future parks and open spaces are needed, has not prioritized open space needs (considering active versus passive uses and neighborhood versus regional facilities), and has not identified or secured funding for future parks and open space areas. The City does have an Open Space Plan that identifies key open space focus areas (OSFAs) for protection, but most of the OSFAs are outside of the City’s jurisdiction where little development has taken place, so therefore little land has been conserved. The County also stopped funding the York County Forever Commission, which has limited the Commission’s ability to conserve land.

Although the City works hard to evaluate the relationship between plan elements, competing interests naturally arise that force decision makers to prioritize certain policies or certain elements over others. For example, although the City wants to limit development along the edges, City Council has approved the development of schools or industries in these areas when the social or economic benefits of these projects outweighed the land use impacts. City Council has also denied development requests that met future land use and zoning requirements when the transportation impacts would be too great on roads in proximity to the development. Certain projects may have unique circumstances that make it necessary to deviate from some of the policies and recommendations established in the Comprehensive Plan.

Other times decision makers and the general public may not be aware of or understand the relationship between elements, which can work against achieving the City’s larger goals. Finally, sometimes making a decision that is in the best interests of the City long-term can be unpopular in the short-term. It is difficult for decision makers to think long-term when they are judged on their successes over a four-year term.

Although failing to require things like connectivity, open space, or density for one development will likely have negligible impacts in the short term, over time these decisions can have compounding impacts on traffic congestion, housing affordability, and overall quality of life.

COMPREHENSIVE PLAN | 89

Improving Land Use Form & Character Determining where and when to grow and what uses are appropriate for a given area play a large role in achieving the vision the City has established for itself. Just as important is the form and character of the development and redevelopment.

Design standards have been introduced into the City’s Zoning Ordinance, but these are often focused exclusively on the site and do not require consideration of the larger area. The City has developed policies to help influence the design elements of a site as it relates to surrounding properties, roads, and neighborhoods, but these policies were rarely formalized, which makes it difficult for staff to require them during the development review process. Also, the majority of developments were built before current design standards were in place. Once a development or area is built out, it is very difficult and costly to retrofit.

As a result, most often changes happen incrementally as sites redevelop. Also, if an area is largely built out, the City must consider whether an area should be totally reconfigured, or whether its form is relatively permanent and should just be enhanced.

The River District Apartments in Riverwalk increase housing available in mixed-use buildings in the City.

City demographics and people’s preferences are constantly changing.

Additionally, like most cities, Rock Hill is home to people with varying levels of income and education, who have different housing and transportation needs. The City is constantly working to ensure that it provides options so that there is something for everyone. In an attempt to provide options, the City often faces opposition from residents who strongly prefer their housing and lifestyle preferences over others.

Residents have misconceptions about certain types of developments, especially multi-family, which is difficult to dispel because no good, local examples exist to point to. Residents believe multi-family developments lead to increased traffic and crime and lower property values, when in actuality they can provide many benefits such as supporting local businesses and future transit, preserving open space and greenfield areas, and increasing service provision efficiency, if designed and located appropriately.

Although the City regularly monitors the relationship between land use and zoning, a lot of property in the Planning Area is in the County where different zoning requirements and code enforcement measures exist. The City has been unsuccessful in its attempts to work with the County on development of more focused regulations and design standards for the urban portions of the County.

Additionally, many County properties are surrounded by City properties (a situation referred to as “doughnut holes”). These areas not only create inconsistencies in landscaping, signage, and design, but also create response challenges for police and firefighters.

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LAND USE

RECOMMENDATIONS Managing Growth  Fully align the City’s growth goals with its annexation policy, including plans to annex unincorporated enclaves.

 Consider the policy principles of the Comprehensive Plan when making future development and redevelopment decisions such as zoning approvals and development agreements.

 Ensure that plans to develop or expand infrastructure and public facilities are coordinated with the plans of other departments and with best available forecasts and projections.

Improving Land Use Form & Character  Utilize the revised Future Land Use Map (FLUM) (see Map 1) as the first resource in making land use decisions.

 Reinforce the direction set forth for each character area in the Future Land Use and Development Forms section.

 Assess text amendments in order to bring zoning and development standards into closer conformity with the Plan.

 Work with the County to create development standards that apply in more urbanized areas of unincorporated York County (areas in proximity to the incorporated cities).

 Always evaluate public and private projects for the opportunity to retrofit desirable urban design features that reinforce the direction of the Character Area.

 Communicate the positive benefits of well-designed density in appropriate locations.

 Design spaces and facilities that can accommodate multiple users and serve multiple functions.

 Stay abreast of trends and regularly assess changes in demographics to ensure the City is planning for the needs of future populations.

 Regularly conduct research and engage the development community in discussions about consumer preferences and market trends in order to consider updates to standards.

COMPREHENSIVE PLAN | 91

Map 1: Future Land Use

92 |

LAND USE

Future Land Use & Development Forms Existing land use patterns and development forms serve as the foundation for the City’s future land use map (FLUM). Understanding existing development forms and then comparing them to the City’s vision for the future helped staff develop the City’s future land use map (FLUM).

The FLUM is comprised of 10 character areas. These include:



Old Town

 Mixed-Use Center  Suburban Neighborhood  Neighborhood Commercial  Community Commercial  Regional Commercial  Employment Center  Interstate Employment  Edge Management  Redevelopment Area Future commercial centers are depicted using stars on the FLUM. These areas are places where commercial development makes sense in the long-term, but not during the 2020 Planning Horizon.

The City takes a character-based approach to land use planning for several reasons: First, the City desires to focus on the quality and character of land use in addition to its geographic pattern. This requires clear principles that go beyond the question of where land uses should locate into the issue of how land uses should be organized.

Second, the City desires to promote more mixed land uses where appropriate, rather than continuing the practice of always separating land uses. This requires a deeper understanding of how places are organized.

Third, large areas have common themes that can only be achieved with a broader depiction of land uses. Certain areas have overall themes such as economic development, neighborhood sustainability, urbanism, and others.

These themes can best be understood at a broader level of depiction, rather than at a parcel-by-parcel level.

COMPREHENSIVE PLAN | 93

Fourth, the City desires flexibility in the land use plan. Detailed land use depictions tend to be rigid and inflexible, resulting in either rapid obsolescence or the need for numerous amendments. This plan is based on the assumption that the role of the Comprehensive Plan is to depict an aspiration for the future. The details of how those aspirations get implemented on individual properties are the appropriate function of the Cityâ&#x20AC;&#x2122;s zoning and land use regulations.

While this land use framework does not depict individual land uses on a map, it is still important to be able to relate a character area-based approach to individual land uses. Certain character areas are appropriate for a range of, but not all, land uses. Specifically, Table 1 illustrates the range of land uses that may be appropriate within each character area. This chart is a starting point for determining compliance of proposed land uses with a given character area.

Table 1: Land Use by Character Area (must be considered in the context of the character area descriptions) Land Use

Old Town

Suburban

Neighborhood

Community

Regional

Employment

Interstate

Edge

Town Center

Neighborhood

Commercial

Commercial

Commercial

Center

Employment

Management

Detached SF Residential

X1

X4

X

Attached SF Residential

X

X

X

X3

Multi-family

X

X

X2

Parks & Open Space

X

X

X

X

X

Public & Institutional

X

X

X

X

X

Office

X

X

X

X

Small Scale Retail

X

X

X

X

X

Large Scale Retail Light Industry

X X X

X

X3

X

X

X

X3

X

X

X

X

X

X

X

X3

X

Heav y Industry Mixed Use

X

X

X

X

X

X3

X

X3

X

*=redevelopment area is not included because it is an overlay character area 1=traditional neighborhoods only 2=in targeted areas adjacent to shopping and employment and along future transit and BRT routes 3=only after careful consideration and coordination with utilities 4=fully integrated into a mixed use environment

If a land use is depicted on the chart as being appropriate, it must still be determined to be consistent with the character area descriptions below:

Old Town

Downtown Rock Hill.

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Old Town represents the most compact, concentrated character area â&#x20AC;&#x201C; with the highest development densities and smallest parcel sizes. The area is comprised of a mix of uses (both vertical and horizontal) and building styles that are usually built up to or close to the street. Streets are relatively narrow, well connected in a grid pattern, with relatively small block lengths. Alleys are also found in some of the urban mixed-use areas. Urban mixed-use centers have on-street parking and parking decks in addition to surface parking lots and well-developed sidewalk networks.

LAND USE

Outside of the residential component of the vertical mixed-use buildings, residential development in Old Town is characterized by traditional neighborhoods. Traditional neighborhoods are predominantly single-family residential detached units on small lots, but also contain single-family attached and smaller multifamily units as well as religious institutions, parks, schools, and neighborhood-scale commercial uses.

Most of the Cityâ&#x20AC;&#x2122;s neighborhood parks are located within traditional neighborhoods. Traditional neighborhoods are distinguished from suburban neighborhoods because of their high street connectivity, grid street patterns, and small block lengths.

However, many traditional neighborhoods lack sidewalks and bicycle facilities as well as proximity to commercial uses that have migrated to suburban areas.

Future development in the heart of Old Town should focus on infill development and redevelopment at a scale, size, and style compatible with existing structures and approved conceptual master plans for the area. A focus should be on attracting mixeduse (including vertical mixed-use), increasing occupancy of vacant commercial space, preserving historic properties, attracting knowledge-based workers and industries, introducing alternative modes of transportation, and introducing and maintaining civic spaces, parks, and open spaces. See the Knowledge Park Redevelopment Area for specifics on the redevelopment plans for the Knowledge Park section of Old Town.

Traditional neighborhoods (like the one shown above) have grid street patterns whereas suburban neighborhoods (like the one shown below) have a curvilinear street configuration.

Future development in traditional neighborhoods should focus on carefully reintroducing neighborhood-scale commercial uses, developing vacant lots, redeveloping unoccupied and deteriorating homes, improving the bicycle and pedestrian environment, and introducing and maintaining neighborhood parks and open spaces.

Mixed-Use Center Mixed-use centers are new mixed-use areas usually part of master planned developments. Mixed-use centers have many of the same characteristics as Old Town, but will typically be more homogeneous in terms of design. Uses typically become less dense and intense as one moves away from the heart of the center.

Currently, the only mixed-use center in the Planning Area is in Riverwalk.

The City should support full build out of Riverwalk and adjacent areas suitable for redevelopment and look for additional opportunities to develop new mixed-use centers in other parts of the City. All mixed-use centers should include a mix of uses (vertical and horizontal), a mix of housing types and price points, an interconnected multi-modal street network, and usable open space.

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Suburban Neighborhood Suburban neighborhoods represent the largest character area in the City. They are residential subdivisions containing a relatively uniform housing type, form, and density throughout. Suburban neighborhoods usually have a curvilinear street configuration and larger block sizes, and cul-de-sacs are common. Buildings are oriented to local or neighborhood streets with limited access to collectors or arterials and other suburban neighborhoods. Multi-family apartment complexes are arranged in clusters separate from single-family neighborhoods, sometimes located closer to (although not well connected to) commercial uses and major transportation corridors. The suburban neighborhoods are dependent on and designed around the accommodation of automobiles with wide streets, long distances between uses, and limited connectivity between neighborhoods.

Sidewalks often exist within the neighborhood, but do not always connect to other neighborhoods or the larger network.

Suburban neighborhoods should be protected from encroachment from other types of uses in the future. Future development should focus on maintaining property values and redeveloping housing that has fallen into disrepair. Although residents of suburban neighborhoods generally like a defined separation between uses, they often support improved bicycle and pedestrian connectivity between their neighborhoods and commercial uses, civic uses, and recreational uses. Future development should be configured to improve connections to commercial nodes and key City attractions. Where feasible and supported by the neighborhood, future development should also try to improve connectivity (road, bicycle, and pedestrian) between neighborhoods and increase diversity in terms of housing types within price points. All new suburban neighborhoods should protect environmental features, incorporate high standards of design quality, consider traffic impacts, and include usable open space design.

Where neighborhood protection can still be assured, opportunities may exist to add mixed-use projects and multifamily developments in Suburban Neighborhood areas immediately adjacent to shopping and employment areas and along potential future transit routes. Development of new suburban neighborhoods in and around existing developed areas should take precedence over development of suburban neighborhoods in “greenfield” areas to support the City’s “grow inside first” strategy.

A new Walmart Neighborhood Market opened on Cherry Road in January 2015.

Neighborhood Commercial

Neighborhood commercial areas are small, low-impact, limited -use centers that provide goods and services to residents in directly adjacent neighborhoods. They are typically located at and oriented to key intersections in Suburban Neighborhoods and buffered from residential uses.

Neighborhood commercial areas have the most potential for customers to arrive by bicycle or foot. Therefore, future development should focus on managing access and improving connectivity within the commercial area and between the commercial area and surrounding neighborhoods, clustering compatible uses, infilling with uses compatible to and desired by surrounding neighborhoods, and improving the bicycle and pedestrian environment.

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Community Commercial Community commercial areas typically contain large-scale commercial uses on larger parcels, usually several acres in size, to accommodate single-story buildings and large surface parking lots. Community commercial areas are typically multi-tenant strip centers and stand-alone commercial buildings that serve several neighborhoods.

Typical community commercial centers in Rock Hill include strip shopping centers anchored by a discount retailer or grocery store. They are located along the frontage of major thoroughfares and at key intersections, and are usually buffered from surrounding neighborhoods. Businesses not in welldesigned and integrated commercial centers have tended to become functionally obsolete, resulting in high vacancy and turnover rates.

Suburban commercial areas are designed to be primarily accessible by automobile, but an increasing demand exists for walking and biking connectors to adjoining neighborhoods.

Future development in suburban commercial areas, Regional Commercial uses in Rock Hill are located along Dave both in new centers and aging centers, should be Lyle Boulevard and include places like the Rock Hill Galleria. encouraged to develop or redevelop as cohesive centers that contain joint access, shared use parking, and improved connectivity within and adjacent to the site. Although these areas will always be primarily accessible by automobile, sites should be designed in a way that makes it possible for residents of suburban neighborhoods to walk or bike there, including a more walkable streetscape, higher-intensity development on a site(s), buildings set closer to the street, and pedestrian connections between the sidewalk and front door. Future development should look for opportunities to introduce multifamily and mixed-use close to shopping to increase commercial viability and support future transit opportunities. Future development should also be versatile to make it easier to transition between commercial uses as spaces turnover or support non-retail uses when markets shift. Future development should also be targeted to locate in parking lots of existing projects with excess surface parking.

Regional Commercial Regional commercial areas typically contain large-scale commercial uses on larger parcels, usually several acres in size, to accommodate single-story buildings and large surface parking lots. Regional commercial areas are typically anchored by multiple "big boxâ&#x20AC;? stores owned and operated by national chains that draw in customers from outside of the City. They are located along or in proximity to the interstate and are relatively disconnected from adjacent businesses and surrounding neighborhoods. This is also a primary location for hotels and other hospitality uses, with some multi-family development adjacent or on the areaâ&#x20AC;&#x2122;s fringes. Regional commercial areas are designed to be primarily accessible by automobile, but should accommodate pedestrian activities from hotel and multi-family uses.

Future development in this area should focus on infill development and redevelopment at a compatible scale, size, and style. It should also be designed in a way that is supportive of future transit opportunities.

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Employment Center Employment centers provide basic jobs and keep people in the local area during normal work hours. They typically locate near major transportation corridors and may include office parks, medical parks, light industrial centers, and flex space buildings. Employment center areas are currently a mix of office, industrial, and undeveloped land uses and contain a mixture of people and product-oriented businesses. Employment center areas contain many of the Cityâ&#x20AC;&#x2122;s business and industrial parks, the hospital, and some large tracts of undeveloped land.

Future development in these areas should be a middle ground between the Old Town/Mixed Use Center character areas and the Interstate Employment character area. Although these areas will have a suburban feel and be primarily accessible by automobile, uses should be more people-oriented as opposed to productoriented. These areas should have more amenities (such as walking trails and usable open spaces) than the interstate employment character area and should look for opportunities to introduce some employee-serving shopping and dining opportunities. Future development should also be designed in a way that is supportive of future transit opportunities.

The Rock Hill Cotton Factory is a former textile mill that was restored into office space.

Interstate Employment

The Interstate employment character area is currently largely undeveloped, with some institutional and industrial uses present. High visibility, good access to the interstate, and larger parcel sizes (or the ability to combine parcels) make the corridor prime for economic development and business growth.

Future development in this area should be focused on product-oriented employment uses including manufacturing and other freight-dependent uses.

The City should focus on making the land in this character area â&#x20AC;&#x153;shovel readyâ&#x20AC;? and suitable for development to remain economically competitive in the larger region.

Edge Management The edge management area is characterized by large undeveloped tracts of land interspersed with low-density, sprawled development patterns resulting from the lack of infrastructure (including roads and sewer and water) available at the edges of the Planning Area. Existing uses include schools, rural industrial uses, large-lot subdivisions, and rural residential areas.

Notably, the edge management area also contains the area slated for the Dave Lyle Boulevard extension, a major connection between Dave Lyle Boulevard and U.S. 521 in Lancaster County. Plans for the project began more than 15 years ago, but no funding sources have been identified for the project to date.

Future development should largely be discouraged in this area through the 2020 planning horizon. Emphasis should be placed on open space and natural resource preservation, particularly in environmentally sensitive areas along the

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Catawba River. Projects should only be approved after careful consideration of infill and redevelopment opportunities in other character areas and after coordination with the York County Planning Department and Rock Hill Utilities Department.

Redevelopment Areas Redevelopment areas are areas ripe for revitalization in the City.

Each redevelopment area is unique and therefore has its own defining characteristics and future development strategies:

SALUDA STREET Saluda Street is the southern gateway into downtown. The corridor contains a mixture of small-scale commercial uses (many conversions of residential structures to commercial uses) and residential uses along the frontage, surrounded largely by lowincome, minority neighborhoods. Pedestrian traffic in the area is high. A master plan was originally developed for the Saluda Street corridor in 2000. Since the plan was developed, many transportation improvements have occurred along the corridor including shared lane markings, bicycle route signage, pedestrian crossing improvements (high visibility crosswalks and pedestrian refuges), sidewalk improvements, and intersection improvements.

A new Wal-Mart Supercenter is scheduled to open in the area in 2017, which increases the likelihood for future development. Future development should focus on infill and redevelopment that supports neighborhood improvement and furthers economic investment. It should be a mix of commercial, office, institutional, and both singlefamily and select multi-family residential uses. Development should be focused on maintaining or strengthening connections to and between existing residential neighborhoods and promoting a pedestrian friendly environment.

CHERRY ROAD Cherry Road is a major arterial cutting a diagonal swath across the community. It was the former dominant retail area in the City that has faced gradual disinvestment since the 1990s. The corridor is primarily dominated by underutilized properties and undesirable uses, but a new wave of investment (particularly in its northern reaches), shows that the corridor is still a viable commercial location. A plan for the five-mile corridor, the Cherry Road Revitalization Strategy, was adopted in December 2014.

Land use and policy decisions along this corridor should strongly defer to the Cherry Road Revitalization Strategy.

KNOWLEDGE PARK Knowledge Park includes downtown and a former industrial corridor in Old Town that is being redeveloped to promote a new economy of creativity, innovation, and opportunity. The City, led through its Economic and Urban Development Department, is redeveloping this area through millions of dollars of infrastructure improvements, brownfield remediation, and construction of Fountain Park. Currently the area is a mix of commercial, office, public, and abandoned industrial uses.

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Future development should be a mix of retail, housing, civic, and employment uses (vertical and horizontal mixed use is encouraged).

Most of the land within this redevelopment area has been accounted for in various conceptual master plans that are approved by the City. Land use and policy decisions should be consistent with the conceptual master plans.

Recent investment along Cherry Road.

Around Fountain Park, the area is slated for vertical mixed-use (residential above retail), office, a hotel, and civic uses including a new performing arts center. A phasing plan has been approved for the Bleachery property that includes retail, commercial, office, student housing, senior housing, civic, and townhomes. The plan includes both vertical and horizontal mixed use. A master plan completed for the West Main-West Black area in 2014 identifies the uses envisioned for seven development subareas as well as the need for millions of dollars of public investments. Future development should support the recommendations set forth in the master plan.

Although no formal master plans exist for the City annex site or the intersection of Dave Lyle Boulevard and Main Street, uses envisioned for this area include multifamily housing or student housing for the annex site and a mix of office and multifamily for the Dave Lyle Boulevard/Main Street intersection.

ALBRIGHT ROAD Albright Road, which was recently four-laned, is an important connector between I-77 and the southern side of the City. Currently it represents the unofficial southern boundary of the City. Uses along the corridor are a mix of residential, commercial, industrial, and undeveloped land. Water and sewer infrastructure is limited in areas south of Albright Road, so many large tracts of undeveloped land exist and a limited road network is in place.

A widening project (made possible through Pennies for Progress), converting Albright Road from a two-lane road to a five-lane highway, was completed in 2014. The widening will likely spur development along and in proximity to the roadway at a pace much faster than it has occurred in the past.

This corridor is slated for more in-depth study. Until a study is completed, future development should defer to the underlying character area description(s).

ANDERSON ROAD Anderson Road is a principal arterial in the City containing a mix of commercial, industrial, civic, and undeveloped uses. The northern portion of the corridor consists primarily of commercial uses including gas stations, used car lots, restaurants, and aging strip centers. Many undeveloped tracks also exist along the road frontage. Although some commercial uses along the southern portion of the corridor exist, a greater mix of office, civic, industrial, and multi-family uses are located in this area. Many undeveloped tracts are also located here. This area is ripe for redevelopment because of recent investment along the corridor, some key tracts that have become recently available for new uses, its proximity to Cherry Road, and the number of undeveloped parcels along the road frontage.

This corridor is slated for more in-depth study. Until a study is completed, future development should defer to the underlying character area description(s).

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EAST TOWN The area generally referred to as the East Town neighborhood, comprised of East Main, East Black, and East White streets, connects Downtown with the Albright/SC 72 corridor running along the south side of the City. The western half of the area is predominantly residential, with a mix of offices near downtown and businesses along White Street. The eastern half of the area is a mix of commercial and industrial businesses, with a few remaining homes.

Many of the business properties are older and fall far short of contemporary standards. While a few businesses have updated properties to improve curb appeal, the overall level of investment is low. This provides affordable spaces for small business and the area has â&#x20AC;&#x153;incubatedâ&#x20AC;? several businesses that have moved onto higher profile locations.

The challenge is to figure out the long term role of this area and to slowly upgrade properties to realize the full potential of the visible, central location.

This corridor is slated for more in-depth study. Until a study is completed, future development should defer to the underlying character area description(s).

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N 2007, THE SOUTH CAROLINA GENERAL ASSEMBLY PASSED THE SOUTH CAROLINA Priority Investment Act (PIA) to preserve and enhance the quality of life throughout South Carolina through better planning and coordination of public infrastructure decisions. The PIA added a priority investment element which requires local governments to inventory and analyze available funding sources for public infrastructure and facilities and forecast revenues available for financing planning initiatives and capital improvements highlighted throughout the Comprehensive Plan and allied planning documents (Capital Improvement Plan (CIP), annual budget report, long range transportation plan (LRTP), Transportation Improvement Program (TIP), department master plans, etc.) for a 10-year planning horizon. The Act provides for a basic level of coordination requiring written notification to other agencies and an opportunity for comment on the proposed projects.

KEY FACTS & FIGURES  A variety of revenue sources and funding mechanisms are used to finance the planning, purchase, construction, and maintenance of capital projects in the City.

These include:

             

General Fund Tax Increment Financing (TIF) Local Hospitality Tax Utility Funds Impact Fees Bonds Loans Grants Public-Private Partnerships (PPPs) C-Funds RFATS Guideshare Funds Transportation Alternatives Program (TAP) Congestion Mitigation and Air Quality (CMAQ) Improvement Funds Pennies for Progress

 The City updates its Five-Year Capital Improvement Plan (CIP) annually. The first year of the CIP serves as the City’s annual budget.

 Anticipated available revenue to fund needed capital projects through FY25 is estimated at over $573 million. Close to $625 million in capital project needs have been identified in the CIP, and many more are identified in departmentmaintained lists and plans. With more projects identified than funding available, the City faces a funding gap. Every year the City has the difficult task of prioritizing all of the proposed projects and determining which projects are essential (i.e. get funded) and which can be delayed until future years.

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 Potential strategies for increasing funding levels for capital projects include: allocating a greater portion of a revenue source to capital projects, tapping into available, yet not currently utilized funding sources, increasing taxes, increasing rates and fees, and passing voter-approved bond referendums to increase debt capacity.

 Many of the new capital projects have associated annual operating costs for which the City must also identify funding. Areas where the greatest funding shortfalls are anticipated include street resurfacing and park and trail facility maintenance. Additional annual operating costs for the new capital projects are estimated at around $6 million annually.

 The City also incurs routine capital needs, like vehicle and equipment replacement and building maintenance, on a regular basis that compete with new capital projects for funding. Routine capital replacement costs for the City of Rock Hill for FY16 are estimated at over $4 million.

 Plans, programs, and studies recommended in the Comprehensive Plan include a citywide bicycle and pedestrian plan, updates to the Trails and Greenways Master Plan and Open Space Plan, and corridor studies for Albright Road, Anderson Road, and East Town.

 The City has designated six priority investment areas, shown as redevelopment areas on the Future Land Use Map (FLUM). The priority investment areas include Cherry Road, Knowledge Park, Saluda Street, Albright Road, Anderson Road, and East Town.

 Many entities were involved in the development of the Comprehensive Plan including York County, Rock Hill School District Three, the Rock Hill-Fort Mill Area Transportation Study (RFATS), the Catawba Regional Council of Governments (CRCOG), the S.C. Department of Health & Environmental Control (SC DHEC), and the S.C. Department of Transportation (SCDOT).

STRENGTHS The City of Rock Hill is in strong financial standing and presents a balanced budget for adoption each year. Additionally, the City launched a financial dashboard that makes it easy for residents to understand the City’s financial information and holds the City accountable for meeting its performance indicators.

The City utilizes many tools to assist with the creation of the annual budget. In addition to having a Comprehensive Plan that identifies long-term goals, the City also has shorterterm plans to ensure long-term goals are met. The City’s Strategic Plan, which is updated every three years, establishes the City’s more immediate priorities. This plan also has an award-winning accountability feature, the performance dashboard, which communicates and tracks the City’s success in addressing the performance goals and targets outlined in the plan. Additionally, the City has a five-year Capital Improvement Plan (CIP) that it updates annually. The CIP identifies the highest priority capital project needs in the City, identifies funding options, and provides a planning schedule to complete the projects. Staff from each City department maintains project lists to assist the Finance Department and City Council in determining which projects to include in the CIP.

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The City utilizes a variety of revenue and funding sources to maximize the number of new capital projects it can undertake and to minimize operating and maintenance cost shortfalls. Furthermore, the City is proactive in allocating increased resources to areas where funding shortfalls are anticipated. For example, the City has recognized the ever increasing need for resources to maintain its roadways, and has increased the General Fund portion dedicated to road maintenance every year since FY13.

CHALLENGES RISING COSTS AND INCREASING NEEDS For the City to maintain or improve upon current level of service standards as the number of residents grows, the City will need to add additional facilities and services. They are also needed to keep Rock Hill economically competitive and to meet its commitment to serve as a regional provider for water and wastewater services. The need for a new wastewater treatment plant and regional park are documented in the Cityâ&#x20AC;&#x2122;s CIP, and these facilities have big price tags.

Moreover, almost all new facilities and services have associated maintenance and operating costs that extend well beyond the financing of the actual project itself. Maintenance and operating costs often come out of the same pots of money used to finance new capital projects. The City must also maintain and operate the facilities that it already has. As facilities age, they become more expensive to maintain. The City has a number of older facilities and infrastructure approaching the end of its initial lifecycle in need of significant upgrades or replacement.

Additionally, it is extremely costly to retrofit the built environment to One of many stormwater projects that have been correct for poor development decisions made in the past or to identified by the City. accommodate changing lifestyle preferences. Millions of dollars of stormwater projects have been identified to protect homes that were built in flood-prone areas.

In addition, bicycle and pedestrian infrastructure have health, economic, transportation, and social benefits, but are very costly and difficult to install after an area is already developed.

Rock Hill, like all cities, struggles with the natural tension between rising costs and current policies that hold tax rates in check. The City has not raised taxes in over 10 years, and tax rates are lower than many South Carolina communities. Although City residents strongly support this decision, it means that revenues cannot keep pace with rising expenses and the City must be extremely creative in identifying and securing other revenue sources.

Lastly, areas identified by the community as high priority usually have minimal funding. For example, although sidewalks and trails are consistently rated as â&#x20AC;&#x153;highly desirable,â&#x20AC;? rarely can additions or improvements be made due to funding limitations.

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RECOMMENDATIONS RISING COSTS AND INCREASING NEEDS  Explore and evaluate ways to increase funding levels.  Identify the long-term budgetary impacts of proposed and planned capital projects (increased annual operation and maintenance costs).

 Seek consistency between the Comprehensive Plan, the CIP, the Strategic Plan, and the annual budget.

 Coordinate major capital improvements with all relevant government agencies and providers.

 Involve the public and department heads in the prioritization and selection process for capital projects included in the CIP and annual budget.

 Develop a building maintenance program to ensure that funding is available to renovate facilities as they age.

 Initiate a formal system for assessing the condition of City roads and prioritizing roads for improvements.

 Develop a plan for ongoing maintenance of trails and bicycle and pedestrian facilities.

 Initiate replacement programs for police and fire equipment (in addition to vehicles) to ensure equipment is replaced on a regular schedule.

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Plan Summary

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HIS CHAPTER SUMMARIZES THE “BIG IDEAS” IN THE PLAN, INCLUDING THE CORE Values, the Core Challenges, and suggested recommendations for addressing the Core Challenges and ultimately reinforcing the City’s Core Values.

Additional details on each of the City’s Core Challenges are found within each plan element chapter. For background information and specifics related to each plan element, visit the existing conditions documents available on the plan website: www.cityofrockhill.com/focus2020.

CORE VALUES The City’s core values were developed after thoughtful consideration of the synergies among the challenges identified by focus groups, the general public, and decision makers during the planning process. The core values reflect the City’s highest-priority goals for the future and serve as a guiding philosophy for making planning, development, and budget decisions. These core values should inform planning at the department level and serve as a framework for the shorter-term goals and objectives of the Strategic Plan.

The City’s Core Values include:

   

Grow Inside First Better Connections Reinforce Strong Neighborhoods Ensure Functionality with Inspiring Design

A description explaining the vision supported by each core value is provided on the following pages:

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GROW INSIDE FIRST This core value reflects the Cityâ&#x20AC;&#x2122;s emphasis on infill and redevelopment and making maximum use of existing infrastructure maintenance and investment. In Old Town, new town centers and certain redevelopment areas, this means creating comfortable mixed-use urban densities that support walking, biking and transit and convenient neighborhood shopping. Such areas are also important in recruiting new knowledge-based businesses. In suburban areas, Grow Inside First means preserving environmentally sensitive areas and useful open space by encouraging the development of tracts already served by existing utilities and services rather than pushing out farther into undeveloped areas requiring new public investment.

It means annexing unincorporated enclaves and working with York County, the school district and other government partners to provide the most efficient service delivery possible.

PROVIDE BETTER CONNECTIONS This core value reflects the need for a transportation network that accommodates all users and modes of transportation. An efficient transportation network starts with a connected road network that safely and sufficiently handles projected growth, and supports business and industry. It also includes facilities for safe walking and biking, both for transportation and as part of a healthy lifestyle. Providing Better Connections means retrofitting existing streets and expanding trails to connect neighborhoods with each other and with daily destinations like schools, grocery stores, and restaurants and to increase opportunities for physical activity. Finally, it includes a transit system that provides an appealing transportation alternative to those who need or prefer it.

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REINFORCE STRONG NEIGHBORHOODS This core value reflects the need to reinforce a community of strong neighborhoods. This value reflects the continuing commitment to protect and strengthen neighborhoods by ensuring safety and encouraging investment and upkeep so as to increase property values. It includes the support of programs that can increase homeownership and understands that the housing needs of the future will be different, yet need to be fit into the fabric of the City. It addresses the need to protect neighborhoods from negative impacts and preserve their special character and their historic resources. It acknowledges that strong neighborhoods rely on social interaction and community engagement and on the recreational and cultural opportunities available to each neighborhood and the community as a whole.

And it embraces standards that build neighborhoods designed for long-term value, while maintaining our competitive advantage of housing affordability.

ENSURE FUNCTIONALITY WITH INSPIRING DESIGN This core value revolves around the management of the physical environment, including the ongoing adaptation and maintenance of infrastructure and the physical community. It first places emphasis on conserving land and water resources, including tree preservation, floodplain management and reducing water usage. This value is mindful of the need to plan for growth in the provision of day-to-day services and manage growth and development in both its location and pace to assure that it is sustainable. This value reminds us of the need to fund infrastructure maintenance, including planning for life cycle and replacement costs. It also includes designing neighborhoods that provide housing choices with amenities and open spaces that foster interaction and pride. It includes providing inspiring community facilities that bring us together, generate economic vitality and make us economically competitive in the broader marketplace.

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CORE CHALLENGES AND RECOMMENDATIONS Decision makers, City staff, focus group participants, and the public reviewed the challenges identified for each plan element. They recognized synergies and competing interests between the challenges and refined them into the City’s core challenges. The core challenges are the biggest roadblocks the City faces in supporting its core values and ultimately achieving its desired future vision. The core challenges are listed below, along with a brief description.

Each of the plan recommendations found throughout the plan document are compiled under one of the core challenges and would assist in addressing the core challenge if implemented. Most importantly, implementing the recommendations helps the City reinforce its core values. The symbol(s) found beside each recommendation indicates which core value(s) it reinforces. The recommendations in bold were determined to be the highest priority and should receive the strongest consideration for incorporation into other plans and budgets.

The list of recommendations should be seen as a starting point for discussion among decision makers and City staff, and should not be viewed as an exhaustive list or as a mandatory list of tasks to be completed by a certain deadline. New ideas and approaches, so long as they address the core challenges and reinforce the core values, are welcome additions to the document. Through this plan, staff wants to emphasize the importance of addressing the City’s core challenges, not in dictating how this should be done.

The idea is that decision makers and City staff are best equipped to study the issues, engage the community, and decide how to see the recommendations through to implementation.

Reducing Congestion -

Many roads intersections in the City are at or approaching capacity.

and

 Advocate for a reliever route or other mechanisms to reduce congestion on Celanese Road.

 Develop a collector and arterial street plan to guide future street location and design.

 Annually provide information to RFATS to be factored into the Congestion Management Plan Progress Report, and support RFATS’ efforts to implement the plan.

 Retrofit existing site access and circulation to current standards during the redevelopment process.

 Coordinate land use and transportation planning decisions to avoid increasing congestion on already congested roads within the Planning Area.

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 Routinely collect traffic volume and turning-movement count data at congested intersections to track changes in Level of Service (LOS) and recommend improvements.

Supporting Alternative Transportation Modes - Bicycle facilities are limited, pedestrian facilities are fragmented, and no fixed-route transit service is available in the City. Bicycle and pedestrian facilities are the most requested improvements in citizen surveys and are a key component in supporting healthy lifestyles, but little funding exists for the construction of facilities.  Develop and implement a City-wide bicycle and pedestrian plan that builds upon the College Town Area Bicycle and Pedestrian Plan and Trails and Greenways Master Plan, and balances the needs of all user types.

 Identify and correct unsafe pedestrian conditions on existing City facilities, including facilities identified through Safe Routes to Schools (SRTS) assessments.

 Increase the viability of transit by mixing uses, increasing density, and improving walkability and bikeability along identified transit corridors.

 Improve bicycle and pedestrian connections between major City attractions including Winthrop, downtown, parks and recreation areas, and shopping centers in order to make it easier for people to walk and bike as a part of their daily routine.

 Advocate for sidewalk, bicycle lane, and trail construction in conjunction with Pennies for Progress roadway projects and SCDOT projects or as stand-alone Pennies projects on future Pennies referendums.

Maintaining Facilities & Infrastructure -

The amount of City-owned roads to maintain increases annually, is a significant number of City facilities and infrastructure reaching the end of its lifecycle, and is limited funding available for maintenance.  Expand the street resurfacing program.  Initiate a formal system for assessing the condition of City roads and prioritizing roads for improvements.

 Develop a plan for ongoing maintenance of trails and bicycle and pedestrian facilities.

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 Routinely monitor safety and accident data to identify needed safety improvements.

 Initiate replacement programs for police and fire equipment (in addition to vehicles) to ensure equipment is replaced on a regular schedule.

 Initiate or expand programs designed to decrease crime and fire incident rates.

 Weigh the benefits and costs associated with recreational facilities and consider closing facilities where costs to maintain far outweigh the benefits provided.

 Develop a building maintenance program to ensure that funding is available to renovate facilities as they age.

 Request additional funding for maintenance from future Pennies programs and with SCDOT road transfers.

 Explore and evaluate ways to increase funding levels.  Identify the long-term budgetary impacts of proposed and planned capital projects (increased annual operation and maintenance costs).

 Seek consistency between the Comprehensive Plan, the CIP, the Strategic Plan, and the annual budget.

 Coordinate major capital improvements with all relevant government agencies and providers.

 Involve the public and departments heads in the prioritization and election process for capital projects included in the CIP and annual budget.

Preserving and Reinvigorating Older and Declining Neighborhoods - The City has low homeownership rates (particularly in older neighborhoods) and many homes in older and declining neighborhoods are depreciating, sitting vacant, or are in disrepair.  Explore opportunities to work with landlords who own multiple, adjacent or nearby rental properties to demolish properties, aggregate the land, and redevelop it as a mixed-use development.

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 Explore new code enforcement practices to further reverse deterioration in neighborhoods.

 Continue to promote the “grow inside first” infill strategy, which will help support values in older neighborhoods.

 Invest in infrastructure improvements to foster investment by the private sector.

 Use innovative techniques to analyze the markets in older neighborhoods that are underserved by retailers and use the findings to influence the investment decisions of developers and business owners.

 Partner with large financial investors who are required to invest in revitalizing low income communities under the Community Reinvestment Act (CRA).

Creating New Neighborhoods of Lasting Value - The City lacks alternative housing products and housing types and price points are isolated from one another and from other land uses. Many homeowners associations are not adequately formed or funded as neighborhoods develop, and many developments are poorly designed for long-term market competitiveness.  Promote mixed-use, mixed income, and higher density in targeted areas (close to services, employment centers, and proposed transit routes).

 Encourage the development of housing types other than single family homes or large apartment complexes (duplexes, townhomes, and accessory dwelling units) to improve housing choice and increase the opportunity to age in place.

 Educate realtors, closing attorneys, and residents in new neighborhoods about the need to organize a homeowners association before developers leave a project.

 Encourage developers to set aside sufficient reserves for homeowner associations and bring in association management agencies early in the development process to manage the funds.

 Ensure new neighborhoods are connected by bicycle and pedestrian infrastructure and include focused, well-designed open space.



Regularly evaluate design standards to ensure a balance between quality and affordability.

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Ensuring Housing Affordability -

Housing costs are appreciating, many households are housing cost-burdened, homes are not sustainably designed, a number of homeless individuals live in the City, and housing programs and services are overburdened and underfunded. 

Expand the audience for educational opportunities related to renting, home ownership, home maintenance, building credit, and foreclosure, including a partnership with Rock Hill School District Three for classes for high school students.



Encourage and assist developers with participation in federal programs like the Low Income Housing Tax Credit Program that are designed to make housing costs more affordable.



Assist community partners in the development and implementation of programs and strategies to reduce homelessness, including Pathways to Housing: York County’s Response to Homelessness.



Explore incentives and better promote the construction of energy efficient homes to help stretch effective housing dollars.

Fostering Land Conservation -

Little land has been conserved for community public open space, native topsoil is being lost during the grading and site clearing process, and new tree plantings do not always ensure a thriving tree canopy. 

Update the Open Space Plan to include consideration of urban open space and coordinate it with the planned Trails and Greenways Master Plan Update.



Reinforce redevelopment and compact development land use policies.



Provide additional access to the Catawba River as adjacent land is developed.



Work with Winthrop University and the Museum of York County to collect data on species of concern and consider the data during plan updates and the development review process.



Require developers to save native topsoil during the grading process and reuse it when landscaping.



Protect and enhance the City’s tree canopy by ensuring adequate space and soil quality for new tree plantings and monitoring tree plantings over time.



Integrate environmental educational opportunities along City greenways, in City parks, and in other environmentally sensitive areas.

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Plan Summary

Managing Water Resources –

Growth pressures threaten water supply and water quality and increase flooding impacts. 

Improve the City’s Community Rating System (CRS) rating to further reduce flood risks and lower flood insurance premiums.



Adopt the local floodplain maps as well as special standards for floodplain storage in sensitive floodprone watersheds to strengthen the City’s ability to reduce flooding impacts.



Complete an inventory of the location and condition of all Citymaintained storm drains and then inspect them regularly.



Incorporate water quality improvements into the projects identified in the Stormwater Master Plan.



Increase water conservation efforts by:

   

implementing the Water Supply Master Plan expanding educational opportunities developing automated metering infrastructure (AMI) citywide offering incentives to the public to upgrade their toilets and plumbing systems

 developing water efficient landscaping standards 

Promote the concepts of green infrastructure, low impact design (LID), and green building techniques.



Improve water resource education and awareness through development of a dedicated website and introduction of educational markers and kiosks near storm drains, along waterbodies, and at projects that have integrated techniques that conserve water or improve water quality.



Establish additional monitoring stations to help pinpoint the cause of nonpoint source pollutants.

Preserving Historic Resources – The City is

and

Cultural

losing historic and cultural resources due to lack of knowledge, communication, and resources. 

Complete an update of the 2004 Historic Resources Survey.



Modify local tax incentive eligibility requirements to make them more accessible.

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

Proactively assist property owners whose historic homes are showing signs of neglect and quickly enforce codes on homeowners who intentionally neglect historic properties.



Educate homeowners of properties eligible for local and/or historic designation about tax incentives, code enforcement of historic properties, and misconceptions associated with designation.

Developing and Supporting High Quality, Inclusive, Sustainable Cultural Programs – The public is not always aware of all of the historic and cultural resources and programs available in the City and programs are not always available or accessible to all populations. 

Designate one website as the “one-stop shop” for event information and have all other entities provide a link to this resource on their website.

Designate a contact person from each organization to track upcoming events and coordinate with the keeper of the main website.



Collectively apply for grant opportunities to develop marketing resources and materials targeted toward all populations and meeting the needs of all organizations.



Strengthen the partnership with Winthrop University to ensure art and cultural opportunities are marketed to the larger community.



Partner with the Board of Education and public schools to expand and strengthen K-12 arts education.



Expand and support programs targeted for special audiences such as Rec in a Box, therapeutic recreation programs, and the Senior Advisory Group and OWLS Club.



Regularly assess changes in demographics and the cultural needs and priorities of residents. Support local art organizations that meet these needs and modify City programs to foster cultural diversity.



Support the Arts Council of York County in the construction of a new performing arts center.



Look for opportunities, including nontraditional and alternative ways, to integrate different forms or art throughout the Planning Area.



Regularly study the economic impacts of arts and culture in Rock Hill and use the findings to influence programming and support requests for funding assistance.

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Plan Summary

Reducing Obesity and Chronic Disease – Obesity rates are high and greater access to healthy foods and options for physical activity are needed. 

Assist in the collection of local health data and promote the findings of local health studies.



Offer healthy food and drink options at City meetings and luncheons and in City vending machines.



Look for opportunities to improve the City’s wellness program and encourage Rock Hill employers to offer wellness programs of their own.



Retrofit vacant properties in neighborhoods or downtown with community gardens.



Amend the Zoning Ordinance to make it easier for small–scale farms to operate in the City.



Improve bicycle and pedestrian connectivity in order to make it easier for people to walk and bike as a part of their daily routine.



Support local efforts to increase access to healthy foods, particularly in underserved areas of the City.

Growing Jobs in Targeted Sectors –

The City needs to attract higher paying industries, develop and retain a skilled workforce, and ensure ample, competitive sites for industry. 

Collaborate with local and state economic development partners to identify potential industry clusters and target industries and ensure that attractive sites are available to these industries.



Recruit targeted industries, particularly those with higher-than-average wage rates and those that reinforce other community goals.



Attract smaller and start-up businesses to downtown and the rest of the Knowledge Park area.



Cultivate entrepreneurial exchanges and other programs that reinforce the special character of Knowledge Park.



Work with the educational community to build a skilled workforce, and to specifically address the training needs of existing and targeted industries.

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

Recognize that the school district and the colleges and universities are integral partners in recruiting new industry to the area.

Increasing Livability for Economic Prosperity – The City needs to identify strengths and correct weaknesses so as to ensure its attractiveness to future residents and business owners. The City needs to market the community’s many advantages to attract jobs and investment. 

Focus investment in revitalizing Old Town as the primary mixed-use area, providing a more urban lifestyle to attract knowledge businesses.



Develop new mixed-use centers, such as the one in Riverwalk, to provide additional alternatives for businesses, retailers, and residents who prefer such an environment.



Be diligent in enforcing land use policy to safeguard against overdevelopment of the retail market as the City grows.



Expand transit opportunities to both serve populations with need and reinforce the amenity of mixed-use areas.



Expand the City’s wide range of recreational amenities with a focus on providing for unserved neighborhoods and anticipating new trends in sports and activities.



Reinforce the growth of sports tourism as a strong economic engine, that helps define the community while enhancing the overall quality of life.



Support development/redevelopment patterns that are attractive to desired employers.



Build identity based on outdoor recreation and active lifestyles.



Broaden entertainment options for all segments of the community.

Improving Land Use Form & Character Many developments were built before design standards were in place and sites are difficult and costly to retrofit once built. The City’s existing housing stock does not align with changing housing and lifestyle preferences. Poorly designed sites can negatively influence people’s perception of certain uses. 

Utilize the revised Future Land Use Map (FLUM) (see Map 1) as the first resource in making land use decisions.

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Plan Summary



Reinforce the direction set forth for each character area in the Future Land Use and Development Forms section.



Assess text amendments in order to bring zoning and development standards into closer alignment with the Plan.



Work with the County to create development standards that apply in more urbanized areas of unincorporated York County (especially areas in proximity to the incorporated cities).



Communicate the positive benefits of well-designed density in appropriate locations.



Design spaces and facilities that can accommodate multiple users and serve multiple functions.



Stay abreast of trends and regularly access changes in demographics to ensure the City is planning for the needs of future populations.



Regularly conduct research and engage the development community in discussions about consumer preferences and market trends in order to consider updates to standards.

Managing Growth - The City has to balance its goals to combat sprawl and provide services efficiently with its commitment to fiscal stability. Additionally, as the regional provider of water and sewer in a fast-growing region, the City is faced with increasing demands and threats to maintaining existing levels of public service. 

Fully align the City’s growth goals with its annexation policy, including plans to annex unincorporated enclaves.



Consider the policy principles of the Comprehensive Plan when making future development and redevelopment decisions such as zoning approvals and development agreements.



Provide adequate land for future economic development, especially in the I-77 corridor, and plan for the extension of infrastructure to create shovel ready sites.



Ensure that plans to develop or expand City facilities are consistent with available forecasts and projections.



Update the City’s Open Space Plan to prioritize open space needs, identify areas where future parks and open spaces are needed, and identify funding.

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

Ensure that recreation and exercise options are available in all areas of the City and explore additional joint, open, and shared use options with Rock Hill District Three Schools and other entities.



Consider instituting a parks and recreation impact fee on new development and explore ways to recover the true costs of serving County residents.



Explore future partnership opportunities to share needed new facilities.



Proactively upgrade the infrastructure in areas targeted for development and redevelopment.

 Explore the true costs of annexing County developments.

RELATIONSHIP TO OTHER DOCUMENTS Relationship to Zoning Ordinance The Comprehensive Plan is a long-range policy document that guides decisions regarding future growth and development in the City. It provides the framework for achieving the desired future vision for the City by establishing policy recommendations for various elements (land use, transportation, etc.).

Whereas the Comprehensive Plan is an advisory or guidance document for growth and development over the long-term, the Zoning Ordinance regulates uses, along with the scale, intensity, and appearance of those uses today. When making rezoning decisions, decision makers should first determine whether the request is consistent with the vision and recommendations set forth in the Comprehensive Plan and then they should consult the requirements of the Zoning Ordinance. When decision makers discover that the current zoning regulations do not support the vision and recommendations set forth in the Comprehensive Plan, they should strongly consider amending them.

Ideally, the City’s Comprehensive Plan and zoning regulations should align. In the real world, however, conditions are constantly changing that impact the application of the Comprehensive Plan and suggest the need to amend the adopted zoning regulations. The City should regularly evaluate how changes impact the City’s long-term vision, and amend both the Comprehensive Plan and zoning regulations when needed.

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Plan Summary

Relationship to Strategic Plan The Comprehensive Plan is the long-range, visionary document outlining the future vision for the City, discussing challenges to achieving that vision, and offering recommendations to address those challenges. The Strategic Plan is a primary implementation vehicle for the Comprehensive Plan. The Strategic Plan is the document that sets the Cityâ&#x20AC;&#x2122;s short-term operational goals and measures its success in meeting them. City decision makers should look to the Comprehensive Plan when developing the Strategic Plan goals, many of which will directly address the core values, core challenges, and recommendations identified in the Comprehensive Plan.

The Strategic Plan is reviewed and updated more regularly than the Comprehensive Plan (reviewed annually and updated every three years whereas the state requires that the City review the Comprehensive Plan every five years and update it every 10), which ensures implementation and helps identify areas where improvement is needed.

Relationship to Capital Improvement Plan The Capital Improvement Plan (CIP) is another important tool for implementing the Comprehensive Plan. Through development of the Comprehensive Plan, the City identifies an extensive list of candidate capital projects that were determined by City departments as desirable to maintain or improve current levels of service. These projects, and associated planning level cost estimates, are summarized in the Priority Investment Element.

The CIP is the document that carries the candidate capital projects forward to implementation. During the development of the CIP, the City identifies available revenue sources and prioritizes the candidate capital projects in a list that is grounded in fiscal reality. The CIP also includes more detailed project costs and operating costs than what is included in the Comprehensive Plan.

Like the Strategic Plan, the CIP is updated more regularly than the Comprehensive Plan (usually annually), so it includes more current information on needs as well as planned expenditures and revenues. The first year of the CIP becomes the Cityâ&#x20AC;&#x2122;s capital budget for the next fiscal year.

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